Ontario Mineral Exploration Review - Spring 2013

Ontario MineralExplorationREVIEW

Spring 2013

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WWW.omer.ca

Another stellar year for Ontario’s mineral sector

Phase II amendments to Ontario Mining Act now in effect

Ontario’s opportunity: achieving sustainable development in minerals resource development

The top 10 issues mining companies may face

SCR Mines Technology Inc.

Spring 2013 3

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Ontario MineralExplorationREVIEW

Another stellar year for Ontario’s mineral sector: MNDM 4

Red Lake: golden past, brilliant future 6

Abitibi geophysics interview with the Ontario Mineral

Exploration Review 8

Ontario Exploration Corporation offers grants to prospectors 10

From the bush to the boardroom: the value of top-to-bottom

exploration services 12

Canada: Phase II amendments to Ontario Mining Act now in effect 14

Belmont Resources Inc. – a diversified resource exploration

and development company 16

Mining and tourism – forging ahead 19

LMI – Thunder Bay’s hidden industrial secret 23

Technical innovations in geochemistry 26

Deloitte’s Tracking the Trends 2013: the top 10 issues mining

companies may face 28

Minimize downtime and maximize profit with Bull Powertrain 30

Increasing Aboriginal engagement in mining through collaborative

pre-employment training 34

BDI Canada helps mining companies to maximize efficiency 36

Ontario’s opportunity: achieving sustainable development in

minerals resource development 38

The generational chasm: bridging the gaps 44

The new Argo 8x8 XTI sets a new benchmark for handling

extreme terrain 46

The one-stop-shop for any steel building solution 48

Engineering success in Northern Ontario 50

BriteSpan Building Systems has you covered! 52

Hearst Air Service Ltd. provides mining companies with remote

fly-in services to Northern Ontario 54

Index to advertisers 55

4 Ontario Mineral Exploration Review

Ontario’s mineral sector continued its string

of stellar performances in 2012. Explora-

tion and deposit appraisal expenditures

continued at near-record levels, new mines

continued to reach commercial production

and financial markets continued supporting

mineral development and exploration.

Nothing less is expected from the prov-

ince that is Canada’s leading jurisdiction for

both mineral exploration and mineral pro-

duction—the province that is consistently

among the top 10 jurisdictions for explora-

tion spending globally. The province has

been a major supplier of metals and indus-

trial minerals to the world for more than a

century and is well-positioned to continue

doing so into the future. Ontario takes pride

in being a mining-friendly jurisdiction with

a superior investment climate and tremen-

dous growth potential.

OntarIO’s MInEraL sECtOr suCCEss

Ontario is one of the most attractive desti-

nations for mineral sector investment in the

world. It features favourable geology, large

capital markets, competitive business tax re-

gimes, a stable regulatory environment and a

government supportive of the industry.

Ontario is blessed with diverse geological

endowment with vast regions of high min-

eral potential. Ontario produces more nickel,

gold, silver and platinum group metals than

any other province or territory in Canada. It

continues to be a top 10 global producer of

nickel and platinum group metals and a top

20 global producer of gold, copper, silver and

zinc. It is also part of a select group of ju-

risdictions that produce, process and market

diamonds.

Ontario’s capital city of Toronto is the

mine-finance capital of the world. The prov-

ince is home to an unparalleled concentra-

tion of mining technical, financial and legal

expertise which support domestic and in-

ternational mine development. In fact, close

to 60 per cent of all publicly traded mining

companies are listed on Toronto’s TSX and

Venture Exchanges and account for 40 per

cent of the world’s mining equity capital.

The Ontario government is committed

to ensuring clear rules for advancing sus-

tainable mineral development. By working

together with stakeholders and Aboriginal

communities, the modernized Mining Act

reflects today’s realities. These new rules and

tools establish a framework for consultation

with potentially affected Aboriginal com-

munities, while helping to build positive

relationships with surface rights owners and

providing greater clarity and certainty to in-

dustry.

Ontario has one of the most innovative

and reputable mining supply and services

sectors in the world, with expertise in all re-

lated disciplines from mineral exploration

right through to mine closure. In recent years

the annual output of the Northern Ontario

mining supply and services sector, alone, has

been valued at $5.5 billion. The growth in

this sector has been immense and its global

reach is growing—the international reputa-

tion of Ontario’s mining-related goods and

services is impressive.

Ontario’s competitive, stable and trans-

parent tax regimes appeal to mineral de-

velopers. A focused flow-through tax credit

of five per cent, for example, encourages

mineral exploration. Additionally, there are

significant tax benefits for new or expand-

ing mines and particularly for new mines in

remote areas.

Power drives the mineral development in-

dustry. With this in mind, Ontario proposes

to extend its Northern Industrial Electric-

ity Rate Program. The program supports

Northern Ontario’s largest industrial con-

sumers in reducing energy costs, which helps

sustain employment and maintain the sec-

tor’s global competitiveness.

Furthermore, Ontario continues investing

in services such as geological mapping and

the digitization of geoscience information

to help Ontario’s mineral exploration sector

identify areas of economic opportunity.

Eyes firmly on the future, government,

industry and academia have established a

burgeoning nucleus of research and develop-

ment focused on making mining safer, more

efficient and more profitable. Organizations

such as the Northern Centre for Advanced

Technology at Cambrian College, the Min-

ing Innovation Rehabilitation and Applied

Research Corporation, and the Centre for

Excellence in Mining Innovation at Lauren-

tian University are pushing the boundaries

of mining innovation.

MInIng anD MInEraL ExpLOratIOn In OntarIO

Early estimates indicate that mineral ex-

ploration and deposit appraisal expenditures

in Ontario for 2012 reached $982 million,

representing approximately 25 per cent of

mineral exploration expenditures for all of

Canada.

There are more than 600 active explora-

tion projects throughout Ontario, ranging

from early development right through to

feasibility-stage projects. They can be found

in both traditional and emerging mining

camps. It is important to note that junior

mining companies continue to play a very

important role in the discovery of mineral

deposits, accounting for over half of Ontar-

io’s exploration expenditures.

Another stellar year for Ontario’s minerals sector

Ministry of Northern Development & Mines Message

Spring 2013 5

The Ontario mining industry spends

more than $2 billion dollars annually on

goods and services, 75 per cent of which is

within the province. The mining sector also

supports about 27,000 direct and 50,000 in-

direct jobs.

The value of mineral production in 2011

was $10.7 billion, an increase of $2.6 billion

from 2010. There are 41 mines currently op-

erating in Ontario including 14 base metal

mines, 15 gold mines, one primary palla-

dium operation, one diamond mine and ten

industrial mineral operations.

Capital investment in new projects in On-

tario has climbed from $600 million in 2002

to over $3 billion in 2011. As a result, new

mines such as Wesdome Gold Mines Ltd.’s

Mishi Gold Mine, AuRico Gold Inc.’s Young

Davidson Mine and Lake Shore Gold Corp.’s

Bell Creek Mine all reached commercial pro-

duction in 2012.

Also in 2012, Armistice Resources Cor-

poration reported its first shipment and

sales of gold concentrate from its McGarry

Mine development project. First Nickel Inc.

re-opened the Lockerby Mine with a goal of

reaching full production in the first quarter

of 2013.

After several years of development ac-

tivities, a number of projects are expected

to reach production in 2013. Detour Gold

Corporation is rapidly advancing its massive

Detour Lake Project north of Cochrane. The

first gold pour is anticipated in early 2013.

In Timmins, the legendary Hollinger

Mine will be rejuvenated when Goldcorp

begins open-pit production. Meanwhile in

Sudbury, Xstrata and Vale are quickly ad-

vancing their respective Fraser Morgan and

Totten nickel-copper-platinum group metals

projects. All three operations are expected to

reach commercial production in 2013.

In the Thunder Bay area, North Ameri-

can Palladium Ltd. continues progress on its

major expansion of the Lac des Iles Mine. In

the prolific Red Lake gold camp, Goldcorp

Inc. is advancing its projects and has recently

reported that the high-speed haulage drift

from its Red Lake Mine over to the Coche-

nour/Bruce Channel Project is 60 per cent

complete. The Cochenour Mine is expected

to produce its first gold in 2014.

Northern Graphite Corp. continued to ex-

plore and develop its Bissett Creek graphite

property in 2012. It has reported that met-

allurgical testing has succeeded in purifying

spherical graphite up to 99.99 per cent gra-

phitic carbon.

Gold continues to be the mineral explora-

tion industry’s commodity of choice. About

75 per cent of the more than $1 billion min-

eral exploration expenditures in Ontario in

2011 was directed towards gold, almost all

in Northern Ontario. The decade-long bull

market for gold has resulted in the delinea-

tion of over 20 advanced-stage gold projects,

many of which are rapidly advancing toward

production.

With the exciting mineral discoveries like

those in the Ring of Fire in Ontario’s Far

North, the future of the industry looks very

bright. Although in the very early stages of

development, vast deposits of chromite be-

ing developed by Cliffs Natural Resources

Inc. and the nickel-copper-platinum group

metals project being developed by Noront

Resources Ltd. will add to Ontario’s stature

as a global mining force.

OutLOOk fOr 2013The outlook for 2013 remains positive for

Ontario’s mineral sector, particularly if glob-

al commodity prices hold. Since adopting its

Mineral Development Strategy in 2006, the

province has been committed to ensuring

the long-term sustainability, global com-

petitiveness and community development

through a range of actions. Our successes

today are the stepping stones on the road to

future mineral development and prosperity.

We look forward to you joining us on our

journey.

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Ontario has one of the most innovative and reputable mining supply and services sectors in the world, with expertise in all related disciplines from mineral exploration right through to mine closure.


With the value of gold hovering around $1,700 per troy ounce, Red Lake’s mineral production and exploration firms continue to work toward implementing major mine infrastructure improvement initiatives. Goldcorp Red Lake Gold Mines, Rubicon Minerals Inc., and Claude Resources Inc. are examples of mining companies invest-ing millions of dollars in new state-of-the-art infrastructure and innovative mining tech-niques to realize previously unobtainable production goals.

Located in one of the world’s most prolific gold districts, Red Lake is a top producer for Goldcorp, yielding in excess of 600,000 ounc-es annually at low production costs. The reha-bilitation of its Cochenour Willans mine site is a current example of infrastructure invest-ment for the future. The Cochenour project is an important part of Goldcorp’s long-term plans in the Red Lake district, and is antici-pated to provide sustained, high-quality gold production beginning in late 2014.

The Cochenour/Bruce Channel deposit is located down-dip from the historic Co-chenour Willans mine site. To access the resource, the existing Cochenour shaft is be-ing widened, while at the same time a five-kilometre underground haulage drift is un-

der construction that will allow efficient ore hauling from Cochenour to existing process-ing facilities at Red Lake’s Campbell milling operation. The drift also opens up “at depth” exploration of five kilometres of untested ground, dissecting one of the world’s richest gold districts. The Cochenour to Balmer-town haulage drift is advancing at a rate of approximately 18 feet per day, and is over 60 per cent complete. Once the Cochenour Mine is fully operational, the haulage drift outfitted with its underground high-speed tram is expected to transport 1,500 tonnes of unprocessed ore per day for refining.

Rubicon Minerals Corporation is an ex-ploration and development company fo-cused on developing its flagship Phoenix Gold Project in Red Lake, Ontario. Rubicon’s focus is in high-grade gold-producing ar-eas of North America. The company owns over 100 square miles of prime exploration ground in the prolific Red Lake gold camp of Ontario, Canada. A significant high-grade gold discovery referred to as the Phoenix Zone is a deposit located in a jurisdiction with low political risk. The Phoenix Gold Project is fully permitted and Rubicon is ful-ly funded to develop the project. The Phoe-nix Project is 100 per cent controlled by Ru-

bicon in the heart of the Red Lake, Ontario gold district, home to Goldcorp’s Campbell Red Lake Mine. The Phoenix Project’s infra-structure improvements include: • 44KVconnectiontoHydroOne’selectri-

cal grid

• Shaftaccesswithmodernhoistingplant

• Shaft deepening in progress, currently at

>500m depth

• All-weather road completed, connecting

Rubicon to Red Lake

• Newheadframeunderconstruction

• Modernhoistingfacility:2,500horsepow-

er, 14-foot diameter hoist

• 59,000-square-footmillprocessingfacility

and tailings impoundment under con-

struction

• Lateraldevelopmenttodate:2,750metres

• Raisingtodate:625metres

The Madsen Gold Project comprises ap-proximately 10,000 acres. Located on the southwestern part of the Madsen Property is the historic Madsen gold mine and mill. Situated in the prolific gold-producing Red Lake camp only 20 kilometres from Gold-corp’s high-grade Red Lake mines, the prop-erty is accessible from Highway 618. The mining infrastructure includes a mill with 500 tonnes, a functioning 4,125-foot-deep timbered shaft and a tailings management

Starratt Olsen Gold Mine headframe, circa 1940s.

Red Lake: golden past, brilliant future

Spring 2013 7

facility. All existing infrastructure is fully permitted. The Madsen Gold Project at Red Lake, Ontario represents a significant explo-ration opportunity for Claude Resources. Since 2008, Claude has demonstrated the potential for discovery of high-grade gold deposits and provided and updated National Instrument 43-101 Technical Report on the property. From 1938 until the mine’s closure in 1976, gold production exceeded 2.4 mil-lion ounces. Historic production exceeded 100,000 oz/year and was derived from both the “Tuff” and “8 Zone” Trends.

One of the most significant infrastructure

investments that Red Lake has ever seen was

completed at the end of 2012. A $39-mil-

lion natural gas pipeline has been extended

almost 50 kilometres from the old Griffith

Iron Ore mine to service Cochenour, Balm-

ertown and Red Lake. Federal and provincial

government, Goldcorp, Union Gas and the

Municipality of Red Lake collaborated and

forged partnerships to fund this energy-

savings initiative. In fact, new residential,

commercial and industrial developments

will enjoy, and retrofitted business and resi-

dents are enjoying, 50 to 70 per cent energy

savings from natural gas installations. With

natural gas routed along Red Lake’s new

fully serviced 20-acre Highway Commercial

area, more investment activity is anticipated.

Within this Highway Commercial area Tim

Hortons and Super 8 Motel are fully opera-

tional and very busy. Increased airport pas-

senger use has been expedited from the new

larger, energy-efficient Airport Terminal

Building (ATB). Retail/restaurant lease/space

opportunities are available within the ATB

and the associated Airport Business Park for

aviation-related businesses.

Red Lake’s past mining history, current

high levels of exploration activity, and out-

look to a brilliant future provide potential

investors, businesses and industries immedi-

ate and “golden” opportunities!

For more information please contact

Bill Greenway, economic development officer

by phone: (807) 735-2096 ext. 238 or email:

[email protected].

The Municipality of Red Lake was proud to

exhibit (Booth 0752) at the 2013 Prospectors

& Developers Association of Canada

International Convention March 3rd – 6th

in Toronto, Ontario.

Old Cochenour Willans Mine from McKenzie Island.

Goldcorp Red Lake Gold Mines Campbell Complex.

View of Goldcorp Red Lake Gold Mines from downtown Balmertown.

OBM Equipment Service• Espar Heaters • Arctic Snowplows • In-House & Mobile Emissions Testing • Motor Vehicle Inspection Station

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OntariO Mineral explOratiOn review (OMer):Following the article on your ARMIT combined B-field & dB/dt

sensor published in our fall/winter edition, can you give us an update

on ARMIT?

abItIbI gEOphysICs InC. (ag): During the fall and winter, our engineering team has continued to

work on ARMIT to finalize the design. Production has started with

new units being deployed as soon as all QCs have been passed.

In addition to the innovative instrumentation, we have also looked

at how we can improve survey efficiency. We can reduce the time

required to conduct low-frequency surveys that are often used in ex-

ploration for highly conductive targets such as Ni sulphides. Using

the 16-channel SMARTem24 receiver, we are able to record the signal

from two ARMIT sensors simultaneously; this increases production,

making low-frequency surveys more affordable.

OMer:Abitibi Geophysics has invested a lot of time and effort into devel-

oping state-of-the-art TDEM systems. Do you think that you will see

a return on this investment while remaining competitive?

ag: It is our goal to be the best at what we do and we cannot achieve

this without investing in innovation. As the big mineral deposits are

depleted and all the easy-to-find mines are found, exploration is

driven into more and more complex and challenging environments.

The Ring of Fire in the James Bay lowlands of Northern Ontario is

a prime example of this. Huge mineral potential lies beneath con-

ductive overburden, hidden from prospectors and conventional geo-

physics alike. We feel that it is in places like this where our new in-

novations will play an important role in future discoveries.

OMer:InfiniTEM has been available since 2005, are there any cases where

you can say that the use of this technique has led to the discovery

of a deposit that may not have been detected with a conventional

approach?

ag:Undoubtedly! One such example is the Virginia Mines’ Coulon base-

metal property located in the James Bay region of Quebec. In 2006, In-

finiTEM located an anomaly that had been undetected by previous EM

techniques. The target was drill-tested and yielded 4.49 per cent Zn, 0.60

per cent Cu, 1.37 per cent Pb, and 59.20g/t Ag over a 3.50-metre interval.

In the winter of 2012, Borehole InfiniTEM was deployed in two barren

holes on the property and identified two off-hole conductors. Subse-

quently, five holes were drilled and intersected two horizons of dissemi-

nated to massive sulphides. The best results to date include 11.06 per

cent Zn, 1.87 per cent Cu, 26.45g/t Ag and 0.16g/t Au over 11 metres

(courtesy: Virginia Mines [www.minesvirginia.com]).

OMer:You claim that the IPower3D IP system can “see” through thick,

conductive overburden that would be impenetrable to conventional

IP. How do you achieve this?

ag: The Secret of IPower3D is in the electrode configuration. Instead

of reading just along lines as with conventional IP our readings take

sweeps at many angles, maximizing the geometric factor, allowing us

to record chargeability responses that would otherwise be within the

noise envelope. In addition to penetrating conductive overburden,

IPower3D is a true 3D survey because data is obtained from all angles

through the sub surface. This allows us to generate accurate 3D mod-

els of chargeable zones that can then be used for drill targeting.

Abitibi Geophysics interview with the Ontario Mineral Exploration Review

ARMIT combined B-field & dB/dt sensor, 2013. PhOTO CReDIT: eRIC GILBeRT, ABITIBI GeOPhySICS.

Three-D Chargeability model created from inverted IPower3D field data.

Spring 2013 9

OMer:In the two years of production with IPower3D, have you encoun-

tered any limitations with the system?

ag:Of course, at Abitibi we are never satisfied when something just

works — we always think, How can we improve this? IPower3D is no

exception—over the past year, we have been working to extend the

capabilities of the array, allowing us to read lines from 500 metres to

2,000 metres using one receiver set-up. We have also modified our

reading sequence and array setup to allow us to capture more 3D

data with a greater depth of investigation. We will soon take delivery

of our new IPower3D custom cables; these will replace the multiple

strands of wire that we currently use to connect our electrodes to

the receiver, and will simplify field operations and reduce the time

required to lay and manage individual wires on the lines.

OMer:We have already discussed ARMIT, InfiniTEM and IPower3D;

what other innovative solutions has Abitibi brought to production?

ag: We are now the exclusive provider of the Scintrex GRAVILOG

borehole gravity probe in North America. This sensor is based on the

highly successful Scintrex CG-5 technology, but miniaturized so it is

actually smaller than a golf ball! Having a diameter of only 48 mil-

limetres allows BQ holes (without casing) and larger to be surveyed

to a maximum depth of 2,300 metres. Despite the diminutive size,

this probe offers sensitivity of five µGal.

OMer:What are the principal applications of a borehole gravity probe?

ag: Gravilog can be used to locate zones of excess mass due to massive

sulphides, or other high-density ores, verification of surface grav-

ity anomalies, association of mass, or in the case of graphite, lack of

anomalous mass, with conductors. If sufficient holes are surveyed,

inversions can be performed yielding a 3D density model. We have

had significant interest from companies working in the Labrador

Trough wanting Gravilog to assist with resource estimates for iron

ore projects.

For more information, please visit www.ageophysics.com.

Gravilog sensor shown next to a golf ball for scale.

As the big mineral deposits are depleted and all the easy-to-find mines are found, exploration is driven into more and more complex and challenging environments.


A funding program by the Ontario Exploration Corporation (OEC)

is helping prospectors to offset some of the costs associated with

working their claims. The three-phase program gives successful ap-

plicants up to $85,000 to help fund prospecting activities such as

drilling and sampling. In return, the OEC keeps a royalty, up to 1.5

per cent net smelter return (NSR), a portion of which prospectors

can buy back up to 11 years after receiving the funds.

“This program puts more prospects forward and the more we

find, the more of an economic generator it is for the province,” says

Garry Clark, president of the OEC and executive director of the On-

tario Prospectors Association (OPA). “Some people are concerned

about the royalty, but there is the option to buy back part of the NSR

and three prospectors have done that.”

Owned by the OPA, the OEC is a for-profit corporation that

was established to invest in mining lands that have high economic

potential. Founded in 2002, the OEC’s grant program replaced the

provincial government’s Ontario Prospectors Assistance Program

(OPAP), which also awarded grants to prospectors, but had no roy-

alty attached. Of the $3 million initial funding from the Northern

Ontario Heritage Fund Corporation, approximately $1.8 million re-

mains. Sustainability of the program is achieved through royalties on

the mining lands.

The first phase of the funding program is $10,000, half of which

is given up front. The other $5,000 is awarded after the prospector

files an assessment report with the Ministry of Northern Develop-

ment and Mines. The OEC takes a one per cent NSR on this initial

$10,000. If a claim proves to have no economic potential, the pros-

pector is under no obligation and doesn’t have to pay back the funds.

For successful claims, however, prospectors can apply for phase two,

$25,000, and another $50,000 for phase three of the program. For the

second and third phases, the OEC takes another 0.25 per cent each,

for a total of 1.5 per cent NSR.

“The first $10,000 may fund trenching and the sampling of

soil and the next $25,000 could cover stripping with a backhoe,”

Ontario exploration Corporation offers grants to prospectors By Lisa Fattori

Leckie Lake.

PhOT

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Sy: J

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SCOT

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GeO.

Spring 2013 11

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Clark says. “With the third-phase $50,000, a prospector could drill

a couple of holes and then, maybe, a junior company will jump on

the project.”

While the OEC has awarded funds for approximately 170 claims,

only one project has received phase-two funding. The program spurs

greater exploration activity, however, and has led to a number of suc-

cessful projects that have been optioned by junior mining compa-

nies.

“The OEC gives you money to work with and pays for the assays

and their transportation,” says one OEC recipient who has received

funding since the program’s inception. “If you get results, you can

pass it on to a company that can further the work. We’ve passed on

projects to juniors and also to a producing mining company.”

The application for the OEC fund is available on the OPA website.

Applicants must also submit a prospecting proposal that outlines

details of the project, such as location, accessibility, geology and a

summary of all previous work done on the property. A third-party

consultant reviews the applications for completion and economic

potential, and then makes recommendations about funding to the

board.

Approval for funding is not limited to precious metal explora-

tion, but can include industrial minerals, such as lithium, as well as

building stone. The OEC provides prospectors with another source

of funding, and becomes all the more attractive in times of tighter

financing. Eligible claims have the opportunity to become, if not the

next Hemlo, then a viable project that catches the interest and deeper

pockets of a junior mining company.

“The response to the funding is very positive; people are happy

that there is a source of funding,” Clark says. “This money helps to fill

the gap between what a prospector finds in the ground and getting a

junior company interested in the claim.”

ed holbik Greenwater.


In 2007 geologists Neil Pettigrew, Caitlin

Jeffs and Michael Thompson saw a need in

the mineral exploration business for a verti-

cally integrated exploration consulting firm.

The sector was booming and the majority of

the established consulting firms only dealt

with higher-end work: resource estimations,

preliminary economic assessments and fea-

sibility studies, etc. As a result of this, many

junior resource companies found themselves

with a revolving door of independent con-

tract geologists for on-the-ground explora-

tion, and an overbooked established consult-

ing firm for their resource estimate. The re-

sult was little continuity of knowledge on the

project and when the all-important resource

estimate was completed, it was done by indi-

viduals with little knowledge or attachment

to the project.

In the spring of 2007, the three partners

founded Fladgate Exploration Consulting

Corporation, adopted the motto “From the

Bush to the Boardroom”, and commenced

assembling a team with experience in ev-

erything from claim-staking to resource es-

timation to corporate management. Since

2007 the partners have put this motto into

practice and have grown Fladgate into one of

the largest firms in the province, with nota-

ble clients including PC Gold, Tamaka Gold

Corporation,andKesselrunResourcesLtd.

Fladgate is based in Thunder Bay, North-

west Ontario, with a branch office in Van-

couver, B.C. Unlike many consulting firms,

the vast majority of our staff are full-time

employees who live in Thunder Bay and have

a long history with the firm. Our corporate

culture has resulted in very little turnover

even during the boom times and as a result,

we are blessed with a tight-knit, highly moti-

vated group that works as a team.

Although Fladgate does provide individ-

ual geologists and geotechnicians to a wide

range of clients for short-term programs,

our specialty is long-term partnerships with

select clients to develop and advance com-

plex projects such as PC Gold’s Pickle Crow

mine and Tamaka’s Goldlund project. In

these types of projects, Fladgate’s vertically

integrated structure shines. We are able to

fully manage the exploration program for

the client and provide continuity of staff and

knowledge, as well as provide ongoing 3D

modeling to assist in targeting and then ap-

ply our intimate knowledge of the deposit to

the eventual resource estimate.

Northwest Ontario is Fladgate’s backyard

and continues to be our largest area of op-

eration. Our long history in the area means

we have developed excellent relationships

with local suppliers, government agencies,

drillers, and engineering firms. These long-

term relationships allow us to mobilize and

finish complex projects quickly and cost-

effectively.

Although the majority of Fladgate’s clients

are in Ontario, we have worked and contin-

ue to work throughout Canada—as well as

internationally, most notably in Chile with

long-time client Red Metal Resources Ltd.

Fladgate has several native Spanish-speak-

ing geologists on staff and has an intimate

knowledge of Chilean geology and mining

law. Fladgate’s geological staff have an even

more diverse range of experience, from Aus-

tralia to Southeast Asia to Africa.

Fladgate also brings to the table an in-

depth knowledge of many commodities in-

cluding gold, copper, nickel, PGEs, lithium-

REE, uranium, and iron ore. In fact, we have

become the “go-to” firm for iron ore exper-

tise as of late, with notable projects includ-

ing Bending Lake Iron’s Bending Lake, and

Canadian Orebodies’ Haig inlet (Nunavut)

deposits.

Fladgate’s expertise consists of four core

areas:

Geology – Fladgate’s geological team is the

heart of the firm. We have extensive experi-

ence managing exploration programs, geo-

logical targeting, and project development.

Our staff ’s expertise covers the spectrum

from surficial geology to geochemistry to

structure. We have geologists on staff with

in-depth knowledge of virtually every min-

ing camp in Ontario.

Technical Services – Our technical ser-

vices group is integral to carrying out effec-

tive exploration programs. We have excellent

connections to local labour in northwest

Ontario, labour managed on the ground

by our senior geotechnicians. We offer geo-

technical services for staking, prospecting,

line-cutting, and trenching, though we are

best known for our ice-road expertise. We

have five years of experience in building ice

From the bush to the boardroom:The value of top-to-bottom exploration services

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Spring 2013 13

roads in Ontario for ice-based drill programs

(most notably for Magma Metals, now Pan-

oramic Resources Ltd.) and have built as

many as six separate roads for different cli-

ents in one season.

Resource Estimation – Fladgate’s in-

house resource team and our associates pos-

sess extensive experience and knowledge in

many commodities and deposit types. We

use both Gemcom and Datamine software,

providing flexibility to clients, and we are set

up to handle large historical datasets. Most

importantly, we work with the client to make

sure that the geological model, and not just

the statistics, dictates how the resource is es-

timated.

Corporate Management – Fladgate’s cor-

porate management team is composed of of-

ficers and directors of several public compa-

niesincludingPCGold,KesselrunResources

Ltd., Red Metal Resources Ltd., and Fairmont

Resources Inc. Working closely with DaCos-

ta Management out of Vancouver, Fladgate

is able to manage all TSX-Venture and OTC

filings, financings and strategic management

of public companies.

A successful resource company requires

expertise in all aspects of its business, wheth-

er it is at the initial stages of exploration,

moving forward with a resource estimate, or

assisting in a corporate direction. Fladgate

provides highly qualified people no matter

what the client’s needs, just as our motto

states “From the Bush to the Boardroom”.

For more information, please give us a

call at 807-345-5380 or visit our website

www.fladgateexploration.com.

The Fladgate exploration team during the expansion of our Thunder Bay office.


The previously announced amendments to the Ontario Mining Act

(the “Act”), which came into force on November 1, 2012, will have

a substantial impact on the activities of exploration stage mining

companies. The Phase II amendments contemplate considerable

consultation and cooperation between exploration stage mining

companies and Aboriginal groups and open the door for compa-

nies to undertake voluntary rehabilitation projects without assum-

ing liability for pre-existing environmental issues. Highlights of

the amendments include:

1. Duty to Consult.

Amendments clarify that the purpose of the Act is to promote

mineral exploration and development in a manner that recognizes

and affirms Aboriginal and treaty rights and to facilitate ongoing en-

gagement by industry members with Aboriginal communities. Ac-

cordingly, the rules impose a mandatory duty to conduct Aboriginal

consultation in connection with most stages of early exploration, in-

cluding when developing an exploration plan and when applying for

an exploration permit (discussed below). The rules are also aimed

at building positive relationships with other surface rights holders;

therefore, proponents have a duty to notify rights holders of pro-

posed or planned activities in these stages as well.

2. Compulsory online education program.

Effective immediately, every person holding or applying for a

prospector’s license, and every person classified as a “qualified

supervisor” for the purposes of exploration plans and permits,

is required to complete a compulsory online education program

known as the Mining Act Awareness Program (“MAAP”) within

certain time periods.

3. Requirements for identifying sites of Aboriginal Cultural

Significance.

Prior to staking, prospectors must check the Minister of Northern

Development and Mines (“MNDM”) online CLAIMaps application

to determine whether an area has been withdrawn from staking as

a result of the area being classified as a site of Aboriginal cultural

significance.

4. Amendments to the claim staking process.

All applications to record a ground staked mining claim in un-

surveyed territory on or after November 1, 2012 must include GPS

georeferencing data.

5. Introduction of exploration plans.

Effective April 1, 2013, proponents conducting specified early ex-

ploration activities will be required to prepare and submit an explo-

ration plan unless the activities fall below minimum thresholds. The

plan must summarize the early exploration activity and timing, pro-

vide a map of the general location where proposed activity is to oc-

cur and confirm that the qualified supervisor for the plan has com-

pleted the MAAP. Once the plan is complete, the proponent must

conduct Aboriginal consultation and notify surface rights holders.

Exploration plans must be submitted to the MNDM but are not sub-

ject to Ministry review.

6. Exploration permit requirements.

Other early exploration activities will require an exploration

permit. Additionally, a Director may require an exploration permit

where the Director is of the opinion that a permit is necessary to ad-

dress Aboriginal or treaty rights or where the activity is to take place

on lands for which the Minister has issued notice of an intent to order

surface rights restrictions. In order to apply for a permit, the propo-

nent must notify all surface rights holders and is required to consult

with Aboriginal groups. The Director is required to make a decision

Canada: Phase II amendments to Ontario Mining Act now in effect Article by Allan Goodman, Grant McGlaughlin and Lyndsay Hatlelid – Goodmans LLP

Spring 2013 15

on whether to issue the permit, with or without specific terms and

conditions, within 50 days of Aboriginal consultation (the “circula-

tion date”). Permits are effective for a period of three years, and all

activities under the permit must be performed in accordance with

the new Provincial Standards for Early Exploration (available here on

the MNDM website: http://www.mndm.gov.on.ca/sites/default/files/

null/provincial-standards-for-early-exploration-nov1.pdf).

7. Amendments to bulk sampling rules.

Under the new rules, samples of materials under 100 tonnes do

not require permission for bulk sampling under the Act. All bulk

samples greater than 1,000 tonnes require an Advanced Exploration

Closure Plan under Part VII of the Act.

8. Amendments to assessment work credit claims.

Assessment work credits may be claimed for reasonably incurred

expenses relating to Aboriginal consultations, the submission of GPS

data on certain mining claims in unsurveyed territory and payments

in lieu of actual assessment work.

9. Amendments to rules governing closure plans.

All projects initiated after November 1, 2012 will require Aborigi-

nal consultation prior to the submission of a certified closure plan

or certified closure plan amendment. Proponents submitting closure

plans or amendments for advanced exploration and mine produc-

tion stage projects are required to submit a Notice of Project Status

(or Notice of Material Change) to the MNDM in advance of sub-

mission of a closure plan. The MNDM will review the notice and

provide written direction as to which Aboriginal communities are

to be consulted and whether interim consultation reports will be re-

quired. The proponent must prepare a consultation report and file

it along with the certified closure plan or amendment. Financial as-

surance for the plan must be submitted to the Financial Assurance

Coordinator.

10. Protection from liability for voluntary rehabilitation projects.

The new rules shield companies and individuals who undertake

voluntary rehabilitation of mine hazards not created by them from

liability for pre-existing environmental issues on the site, subject to

compliance with certain requirements including: completing a vol-

untary application form, notifying surface owners and claim holders

and conducting Aboriginal consultation prior to commencing reha-

bilitation work.

Previously published online on Mondaq.com: http://www.mondaq.

com/canada/x/207928/Mining/Phase+II+Amendments+To+Onta

rio+Mining+Act+Now+In+Effect. Reprinted with permission from

Goodmans LLP.

The content of this article does not constitute legal advice and should

not be relied on in that way. Specific advice should be sought about

your specific circumstances. Specific questions relating to this article

should be addressed directly to the authors.

Online: www.goodmans.ca.

Lyndsay hatlelid.Allan Goodman. Grant McGlaughlin.


LuMby/bufO prOpErty, atIkOkan, OntarIOSince 2010, Belmont has been exploring its 3,127-hectare (23

contiguous mineral claims) property in the Atikokan, Ontario area

known as the Lumby/Bufo (“LB”) claims. The property adjoins on

strike to the north-northeast with the Osisko Mining Corp. (for-

mer Brett Resources Inc.) “Hammond Reef Deposit”. The LB prop-

erty is located approximately 160 kilometres west of Thunder Bay,

and 40 km northeast of the former mining town of Atikokan.

Osisko’s Hammond Reef deposit (530.6 million tons at an aver-

age grade of 0.62 grams per tonne gold for 10.5 million ounces

and based on a cut-off of 0.30 gram per tonne gold1) is related

to the northeast-trending Marmion shear; numerous historic gold

occurrences in the Marmion batholith are associated with similar

parallel northeast structures.

Since acquiring the property, Belmont has conducted over

$500,000 worth of exploration expenditures and drilled 13 holes

totaling 3,465 metres. The property and surrounding area have

been of interest to mineral exploration companies since the dis-

covery of a high-grade gold-bearing float boulder at the west end

of Lumby Lake made by the Geological Survey of Canada in 1937.

This boulder was reported by the GSC to contain several ounces

of gold per ton. The claim group has potential for the discovery

of high-grade gold, silver and base-metal deposits as proven by

the exploration work carried out by Atikokan Resources Inc. from

1994 to 2004. Atikokan Resources made a significant high-grade

silver-base metal discovery at the east end of Lumby Lake, report-

ing grab samples from the main showing assaying up to 416 ounc-

es/ton silver, 25 per cent lead and 15 per cent zinc. A 300-ton bulk

sample extracted in 2003 averaged 15 ounces /ton silver.

The volcanic rocks of the property and area consist of bimodal se-

quences of felsic, intermediate and mafic volcanic rocks which are fa-

vourable geological environments for a VMS-style deposit. Previous

geological, geochemical and geophysical surveys carried out by past

operators have assisted in identifying several parallel conductors and

chargeability anomalies which suggest continuation of favourable

sulphide mineralization on the eastern portion of the LB property at

Jefferson Lake. Recent diamond drilling and prospecting by Belmont

suggests base metal and gold mineralization can be traced eastward

from Bufo Lake through Morris, Lumby, and Herontrack lakes and

to the central portion of Spoon Lake.

In 2010, Belmont identified an east-west striking, over 200-me-

tre-wide zone of moderate shearing and strong carbonate alteration

primarily within mafic volcanic rocks along southern contact of the

Lumby Lake belt in the Bufo Lake area of the property. Subsequent

drill-testing of this zone returned up to 17.9 g/t gold over 1.5 metres

and 6.35 g/t gold over 1.5 metres, with visible gold in hole BB-10-

02. Further drilling has traced the carbonate alteration system over a

strike length of 550 metres, and the system remains open to the east,

the west, and down-dip.

Belmont has recently entered into an agreement with Yuntone

Capital Corp. The agreement with Yuntone consists of cash pay-

ments totaling $50,000, a total of 350,000 shares and a work com-

mitment of $1.5 million for a 60 per cent interest in the property.

The agreement and an updated NI Independent 43-101 Technical

Report is subject to regulatory approval.

QuEbEC prOpErtIEs: bErthIauME, OrvILLIErs anD JOutEL tOwnshIps

Belmont recently optioned four groups (51 mineral claims), represent-

ing 2,254.27 hectares, all located within the Abitibi Harricana-Turgeon

volcanic greenstone belt of Northwestern Quebec. This belt hosts several

world-class deposits that have produced both gold and base metals.

The Joutel block is just northeast of major past producers including

the Agnico-Eagle gold mine (6.1 Mt @ 6.57 g/t gold) and two base-metal

mines, the Poirier Mine (4.8 Mt @ 1.97 per cent Cu, 0.6 per cent Zn, 4.57

g/t Ag) and Joutel Copper (1.5 Mt @ 2.4 per cent Cu, 2.9 per cent Zn, and

17.15 g/t Ag).

The Orvilliers block is midway between the Selbaie Mine (41 Mt @ one

per cent Cu, two per cent Zn, 0.65 g/t Au, 43 g/t Ag) and the Estrades base

metal-gold deposit (1.0 Mt @ 0.94 per cent Cu, 10.7 per cent Zn, 182 g/t

Ag, 5.5 g/t Au), and northeast of the Casa-Berardi gold mine (+ 9.2 Mt @

5.8 g/t gold).

BELMONT RESOURCES INC. – A DIVeRSIFIeD ReSOuRCe eXPLORATION AND DeVeLOPMeNT COMPANy

high-grade silver-acanthite sample collected during bulk sampling.


The other two claim groups, located in Berthiaume

(“Be”) Township, covers a massive sulphides occur-

rence that provided both zinc and copper anomalies

from a previous drilling program. Belmont has just

completed 51.8 km of line-cutting in three separate

blocks on the Be property and as recommended in the

Ni 43-101 report, GeoSig Inc. of Quebec completed

approx. 44.4 km of Induced Polarization (IP) survey.

The results were very encouraging and Belmont will

be proceeding with detailed mapping, prospecting and

Native Silver 8” west of PC-2 with two high-grade silver intersections.

uranium City Kaput Lake rock sample.

Winter drilling mobilization.

rock-chip sampling on high-priority anomalous zones as

well as drilling. See further details in our news release of

February 12, 2013.

CraCkIngstOnE anD OrbIt LakE, uranIuM CIty, saskatChEwan

Belmont holds 50 per cent interest in two highly pro-

spective properties: a 982-hectare core (Crackingstone)

property and adjoining 11,859 (Orbit). Previous grab

samples collected assays up to 12.53 per cent uranium.

Belmont has completed extensive ground geophysical

programs, and a helicopter airborne magnetic and radio-

metric survey which identified numerous NE-SW anom-

alies on the Orbit Lake blocks, one with a strike length

over 15 km, and four major trends having linear strike

distances of one to 4.5 km long. Belmont has also com-

pleted a successful radon gas survey on Crackingstone.

Phase 1 drilling completed (20 holes, 3,075 metres) on a

1,800 metres conductor, multiple radioactive zones, with

assays up to 2.087 per cent (41.74 lbs./t) U3O8 on Crack-

ingstone.

For more information, visit

www.belmont-resources.com/.

fOOtnOtE:1 National Instrument 43-101 compliant global inferred

resource (see Osisko press release November 7, 2011).

Lumby Lake. Geologist Raymond Bernatchez shows high-grade silver,

lead, and zinc.

Spring 2013 19

In the heart of the Boreal Forest, connected

by wireless Internet, highway, rail, boat, and

air: Dryden is built along the Trans-Canada

Highway, linking our community with mar-

kets in Eastern and Western Canada, as well

as south to the northern and central states

of the United States of America. Dryden

also serves as the corridor and regional hub

to remote First Nation communities north

of the 51st parallel—an underutilized mar-

ket of more than 40 communities and ap-

proximately 35,000 in population.

The key role of the Dryden Develop-

ment Corporation (DDC) is to facilitate

investment and employment opportunities

through affordable taxes, fees and well-es-

tablished infrastructure and services. Build-

ing cooperative relationships with First

Nations, neighbouring communities, local

suppliers and attracting new businesses is a

priority. The DDC believes developing local

capacity to support and sustain exploration

companies is necessary to achieve long-term

sustainable development.

trEasury MEtaLs InC.Treasury Metals Inc. (TSX: TML) is a

Toronto-based gold exploration and devel-

opment company focused on its northwest-

ern Ontario mineral projects, including the

100 per cent company-owned Goliath Gold

Project.

Treasury Metals Inc.’s flagship Goliath

Gold Project is an advanced stage, high-

grade gold deposit and is presently being

permitted for mine development and un-

dergoing a significant exploration program.

Mining and tourism – forging ahead

IMAG

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The project is located in an area with

world-class infrastructure, situated near the

community of Wabigoon and 20 kilometres

east of the city of Dryden, Ontario, within

the Eagle-Wabigoon-Manitou greenstone

belt.

The Goliath Gold Project has an NI

43-101 compliant resource of 1.7 million

ounces in the combined categories and

is entering the mine feasibility stage. The

company’s July 2012 preliminary economic

assessment analyzed a combination of sur-

face and underground mining methods at

Goliath.

Treasury Metals is led by a strong man-

agement team composed of people with

successful careers built on experience at

publicly listed exploration and develop-

ment companies and other resource-based

industries.

“The project will bring significant ben-

efits to the local area due to the number

of direct and indirect jobs associated with

bringing the project to production,” says

Norm Bush, vice-president of Goliath. “The

company philosophy is to design, construct,

operate and maintain operations by [hiring]

people from the local area and northwestern

Ontario. We purchase as many goods and

services locally as possible, assuming they

are competitive from a quality, service and

price perspective.”

“People are our strength and it is very

important that our operation is a leader

in safety and environmental performance,”

Bush states. “We are committed to continue

working to forge strong relationships and

partnerships with our local communities,

First Nations and the Métis Nation of On-

tario. Everyone has a role to play in the suc-

cess of the project.”

The company was pleased to invite

shareholders and interested parties to visit

with Treasury Metals representatives at the

PDAC 2013 International Convention and

Trade Show, in Toronto, March 3 – 6, 2013

(Treasury Metals had booth number 2150).

Key Treasury Metals representatives at

the conference included president and chief

executive officer Martin Walter; chairman

of the Board Marc Henderson; Norm Bush,

vice-president of Goliath; and Greg Ferron,

vice-president – corporate development.

Further details are available at www.trea-

surymetals.com.

rEs EQuIpMEnt saLEsRES Equipment Sales is a global sup-

plier of quality products and services to

all sectors of the resource industry and

is a business of focus for Dryden. The

company supplies most types of under-

ground mining equipment—including

load-haul-dump, drilling and loading,

service vehicles, rail-bound and track-

less equipment, pneumatic and electric

machinery—and provides custom design

and fabrication, hydraulic component

overhauls and powertrain rebuilds. In ad-

dition, RES Equipment is able to remanu-

facture or refurbish most mine-related

equipment with a wide selection of parts

and supplies for mine equipment mainte-

nance and operations.

RES reported that the marked increase

in exploration drilling in the area has ac-

counted for a volume increase in parts

sales of about 11 per cent since 2010. As-

suming the exploration trend continues

as forecasted, a similar increase over the

next two years is anticipated. Addition-

ally, RES is expecting major equipment

sales to be more pronounced as some of

the local early-stage mining operations

move toward production.

Producing mines are dynamic econom-

ic engines that fuel employment, business

and quality of life and RES is looking for-

ward to being here for the show! For more

information, visit http://www.resequip.

com or call 1-807-221-4670.

LaurEntIan gOLDfIELDsLaurentian Goldfields’ Van Horne Gold

Project is located eight kilometres southwest

of Dryden and is situated within the emerg-

ing Wabigoon Subprovince, an area known

to host several major gold deposits. The

property hosts multiple targets along a great-

er-than-five-kilometres-long “Gold Trend”.

Laurentian completed a 10-hole,

2,500-metre diamond drill program at

the bulk-tonnage Flambeau Zone that in-

cluded highlights of 0.73 g/t Au over 33

metres and 1.34 g/t Au over 11.6 metres.

Subsequently, Laurentian Goldfields devel-

oped a conceptual geological model for the

Flambeau Zone which envisions a prospec-

tive bulk-tonnage near surface exploration

target requiring further follow-up drilling.

In addition, the property is host to several

drill-ready high-grade gold targets. In 2012,

Laurentian completed a property-wide

campaign of detailed structural mapping

and rock sampling to better understand

the controls on mineralization and con-

strain the location and style of high-grade

gold mineralization at surface. A total of 85

channel and grab samples were collected,

highlighted by results of 80.5 g/t Au over

Rebuilt mucking machine.Rebuilt underground loader.

People are our strength and it is very important that our operation is a leader in safety and environmental performance.

Spring 2013 21

0.30 metres, 24.8 g/t Au over 0.15 metres

and 21.3 g/t Au over 0.20 metres at the Lost

League Zone, and 7.93 g/t Au over 0.20 me-

tres at the Bonanza Zone.

Prevailing weak capital markets have re-

stricted Laurentian’s ability to advance both

the bulk-tonnage and high-grade targets at

Van Horne, and accordingly the company

has begun to explore strategic partnerships

as a means to advance the property. With

Van Horne’s excellent access to infrastruc-

ture, size potential and several drill-ready

targets, all situated in an area known to host

several major gold deposits, Laurentian is

determined to source the right partner to

move the property forward. The DDC con-

tinues to support the project on behalf of

the City of Dryden.

At the heart of Dryden’s thriving and

vibrant community are over one hundred

local volunteer clubs and organizations of-

fering a wide array of recreation and leisure

opportunities for people of all ages and eth-

nicity to enjoy. We invite you to “Discover

Dryden’s” state-of-the-art recreation facili-

ties and award winning conference centre.

From two sheets of ice at the Dryden Me-

Vh targets. IMAGe COuRTeSy OF LAuReNTIAN GOLDFIeLDS.

RES Equipment Sales is a global supplier of quality products and services to all sectors of the resource industry and is a business of focus for Dryden.

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morial Arena, brand-new state-of-the-art

baseball pavilion, the finest soccer pitches in

northwestern Ontario and first-rate cultur-

al events, our facilities are sure to impress

athletes, spectators, families as well as offer

a multitude of opportunities for entrepre-

neurs and investors from the exploration

and mining supplies to tourism industries,

and everything in between.

We challenge you to experience first-

hand all that Dryden has to offer, now and

in years to come—check out ‘Living in’, ‘In-

vest in’ and ‘Discover’ Dryden for yourself,

your family, and your business:

• Visitusonlineat:www.dryden.ca

• Inpersonat30VanHorneAve,Dryden,

Ont. P8N 2A7

• Itineraryplanningisavailableat:

www.GoNWO.ca

For more information:

Dryden Development Corporation

[email protected]

Tel: 807-223-4100

Toll free: 1-877-737-9336

https://www.facebook.com/DiscoverDryden

https://twitter.com/DiscoverDryden

http://www.youtube.com/user/DiscoverDrydenVh outcrop. IMAGe COuRTeSy OF LAuReNTIAN GOLDFIeLDS.

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We challenge you to experience first-hand all that Dryden has to offer, now and in years to come.

Spring 2013 23

With 10 months of change and diversifica-

tion, including recently added general man-

ager Roy Summers, P. Eng., LMI is continu-

ing to pursue and develop new markets with

the addition of value-added services and

capabilities. “The key to our growth will be

the investment in our staff, customer satis-

faction, and a focus on what we do best for

our clients: large, heavy industrial fabrica-

tion. Our main goal over the next few years

is to ‘Make Progress’,” says Summers.

There are over 100 years of history at

LMI. The site was established in 1911 as the

Port Arthur Shipbuilding Company Ltd.

While ship repair and conversions continue

to be a mainstay, the equipment and skills

developed over its history of shipbuilding

and ship repair are easily adapted to heavy

industrial fabrication and machining.

In fact, the facilities at LMI are quite im-

pressive—a hidden gem located in Thunder

Bay. Located at the north end of Thunder

Bay’s water front is the 40-acre facility with

over 60,000 square feet of shop space. Its

fabrication shop with dual 40-ton overhead

cranes alone is 25,000 square feet and hous-

es the following equipment:

HYDRAULICPRESSBRAKE

•Capacity:750tons

•Bedlength:15’-0”

VERTICAL PLATE ROLLER

•MaximumThickness:11/2”@140”wide

HORIZONTAL PLATE ROLLER

•MaximumThickness:½”@120”wide

HYDRAULIC PLATE SHEAR

•MaximumThickness:1”@144”wide

BURNING AND WELDING

•Mildsteel,stainlesssteel,aluminum

•SMAW,FCAW,SAW(CWBcertified)

Also, there is a full complement of steel

burning and welding capabilities. While the

fabrication facility is impressive in its own

right, just to the north is the machine shop.

This is no mere “Ma-and-Pop” shop. In this

35,000-square-foot shop—with dual 15-ton

overhead cranes in the main hallway and

dual overhead 20-ton cranes in the annex

side of the machine shop—is housed some

of the largest equipment in Northern On-

tario, including:

VERTICAL BORING MILL

•Maximumdiameter:190”

•Maximumheight:90”

HORIZONTAL BORING MILL

•Maximumhorizontal:240”

•Maximumheight:96”

•Maximumwidth:60”

LMI – Thunder Bay’s hidden industrial secret

Overview of LMI facility.


LARGE LATHE

•Maximumdiameter:80”

•Maximumlength:40’-0”

X-I SHELL LATHE

•Maximumdiameter:22’-0”

•Maximumlength:50’-0”

•Maximumcapacity:100tons

While the X-1 Shell Lathe has not oper-

ated in some time, LMI is looking to refur-

bish this important piece of equipment and

is actively seeking out project work suitable

to this massive lathe. Other services include

a CNC machining centre, CNC lathe, an

open-side planer/milling machine, and dy-

namic balancing capabilities.

With increased project work in the min-

ing and oil and gas sectors—Northern

Ontario, Manitoba and Western Canada—

significant opportunity exists for LMI’s

growth. Several initiatives are underway to

ensure sustained managed growth includ-

ing certification of LMI’s quality program

with ISO 9001, reinvestment in people and

equipment and the continued development

of the engineering services group.

“While LMI has had an ISO-compliant

quality program, we look at ISO 9001 as a

crucial component to ensuring our clients

are confident in our abilities. ISO 9001 is

an industry standard and LMI will have the

processes in place to achieve certification

in 2013,” states Devin Mason, LMI’s quality

assurance manager.

Through strategic planning, LMI has

recognized that industrial clients are look-

ing for value in their procurement process.

More often there is a need to have not only

a fabrication capability, but also an under-

standing of the process and use of the end

product.

While speaking with Morgan Ellis, LMI’s

business development manager, the need

for additional design services to supple-

ment the fabrication process becomes

obvious. “With LMI being able to offer

detailed drafting, design and engineering

services, we are looking to help supplement

our clients’ engineering capabilities by

working with them on their projects. This

could be through a contractor on a project

or directly with the facility’s engineering

and maintenance staff,” Ellis states.

Crane cab in fabrication shop being loaded out.

Gantry crane roller-house beam being machined in horizontal milling machine.

Spring 2013 25

This sentiment is echoed by Rod

Spicer, LMI’s industrial manager. Spicer

has been at the facility through thick

and thin and has been instrumental in

ensuring that LMI’s current clientele

continue to view LMI as a technically

competent, quality supplier. “While

there has been a decline in pulp and pa-

per, we have noted a dramatic increase

from the mining industry in our region.

We are moving quickly to ensure our

production capabilities are in step with

the heavy industrial mining require-

ments,” Spicer says.

“Our growth is just beginning. I was

fortunate to inherit a highly qualified,

experienced staff and workforce that are

looking forward to the challenge and

growth of our facility,” remarks Sum-

mers. “Change is not easy but it is nec-

essary for LMI to ensure our long-term

viability.”

Plasma cutting of stainless angle with metal shear in background.

We have noted a dramatic increase from the mining industry in our region. We are moving quickly to ensure our production capabilities are in step with the heavy industrial mining requirements.

Large fabrication & heavy machinery facility serving the needs of the mining, pulp and

paper and shipbuilding industries.

When you require MACHINING of LARGE EQUIPMENT, we “Custom Manufacture” to suit your needs with:

•VerticalBoringMill•HorizontalBoringMill•LargeLathe•X-IShellLathe

ADDITIONAL MACHINING SERVICES•CNCMachiningCenter,CNCLathe•OpenSidePlaner/MillingMachine•DynamicBalancing

Shopfloorareais35,000sq.ft.withtandemcraneliftsto40tons

Fax:(807)683-3607www.lakemind.caTel: (807) 683-6261

401ShipyardDriveThunderBay,ONP7B6V1

When you require FABRICATION of LARGE EQUIPMENT we “Custom Manufacture” to suit your needs with:

•HydraulicPressBrake•VerticalPlateRoller•HorizontalPlateRoller•HydraulicPlateShear•BurningandWelding•SMAW,FCAW,SAW(CWBcertified)

ADDITIONAL FABRICATION SERVICES•AngleIronRollingandPipeRolling•SawingandPunching•StressRelieving•SandBlastingandPainting

Shopfloorareais25,000sq.ft.withtandemcraneliftsto80tons-38’-0”underhook

LAKEHEAD MARINE & INDUSTRIAL INC., (LMI)


Technical innovation is one of the corner-

stones of the ALS Group. The ALS geo-

chemistry team continues to exemplify

this value through several recent initiatives

aimed at improving service to our clients.

In the coming year, there is an expecta-

tion that clients in mineral exploration will

be focused on soil analysis and will require

lower detection limits on routine methods

to define targets for further work. Recog-

nizing this coming trend, the geochemistry

group put in place a coordinated develop-

ment plan to meet clients’ needs.

First, to improve sample preparation

turnaround time, new soil preparation sta-

tions were installed in several laboratories.

These stations are necessary to prevent

cross-contamination from higher-grade

rock samples received in the laboratory.

The gold detection limit from an ICP-MS

method designed for soils was lowered by

rapid development of a graphite block heat-

ing and shaking system, and by improved

sample introduction to the ICP-MS. The

graphite block fits disposable plastic bottles

which reduce carryover contamination be-

tween samples during digestion, and the

block shaking system is robust, providing

reliable productivity and automation on a

previously labour-intensive task. Syringe

pump systems coupled to the ICP-MS re-

duce background noise and improve preci-

sion.

Detection limits for other key elements

in soils by ICP-MS analysis were reduced by

factors of 10 to 100. The ICP-MS is operat-

ed in collision cell mode to remove spectral

interferences, and fitted with a thermally

Technical innovations in geochemistry By Brenda Caughlin, Vice-president, Technical Services – ALS Minerals, Vancouver

INTEGRATED SERVICES THAT WORK TOGETHERYour competitive advantage is our priority. That’s why SGS provides an integrated approach from exploration to closure.

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controlled spray-chamber utilizing online

dilution in order to significantly reduce

background signal and memory effects in

the instrument. This has the added benefit

of reducing the time required to analyse

each sample.

Finally, ALS Geochemistry has devel-

oped a rapid, high-quality clay-size frac-

tion separation on screened soils. The clay

fraction in soils may be analyzed to enhance

subtle geochemical signals, or used in other

cutting-edge exploration techniques. The

screened soil is combined with water, soni-

cated to suspend very fine particles in solu-

tion, and centrifuged in two steps to isolate

the clay fraction. The increase in signal for a

few key elements can be seen in the accom-

panying graph.

This work represents a co-ordinated

plan of service delivery through improve-

ments on existing facilities and methods,

and implementation of new technologies to

benefit our clients. And most importantly,

this work was done by a global team with

members from labs around the world.

Technical innovation is one of the cornerstones of the ALS Group.


Every year since 2008, Deloitte partners from around the world

have come together to identify the issues that are top-of-mind

with mining leaders and consider how those leaders have man-

aged the challenges of the previous year, including what has

changed, or not, for them and for the sector. The results are pub-

lished in our annual Tracking the Trends reports.

In the past several years, mining companies have been experi-

encing rising levels of volatility, set against a backdrop of spiral-

ling costs for raw materials, labour, capital projects and compli-

ance. Some companies began postponing projects or halting con-

struction in 2012. Others are seeking out pre-emptive mergers to

secure financing and searching for more effective ways to deliver

short-term investor returns.

While long-term demand in industrializing nations for metals

and minerals is anticipated to rise, short-term dynamics are in-

terfering with current operations. Share prices, for instance, have

decoupled from underlying commodity values for many miners,

restricting access to capital on favourable terms. This is especially

difficult in an environment of declining grades—a trend that’s

pushing companies to more remote, and more costly, regions.

The challenge now is for miners to address this volatility in

the short term without compromising their ability to meet world

demand. Before companies decide where to locate and which

projects to pursue, they need to take a wider range of factors into

account—including shifting legislative and political trends, com-

munity expectations, infrastructure needs, risks associated with

corruption and fraud, talent requirements, and the availability

of key resources like energy and water. This mandates a level of

analytical capability that many companies currently lack. From

our perspective, however, the companies that thrive into the fu-

ture will be those that set a solid strategic direction and hold the

course amid shifting industry realities.

For 2013, we expect the following trends to be of particular

relevance.

1. Counting the costs: paying the price of bullish behaviour –

Costs are on the rise across the board—from equipment, raw

materials and labour to input costs, infrastructure investment

and compliance. Capital project costs are also spiraling, with

rising labour and materials prices pushing up construction

costs. To improve financial discipline, miners should pinpoint

their cost drivers, automate, use analytics to improve asset effi-

ciency, improve operating models, streamline the supply chain

and share costs with industry peers.

2. Managing demand uncertainty: conflicting market indica-

tors magnify volatility – Slowing growth in key regions of the

world, including China, is making it difficult for mining com-

panies to predict—or plan for—future demand. Some compa-

nies are responding by halting production or delaying projects.

Rather than risking an inability to meet future demand, com-

panies may want to consider applying game theory to enhance

their scenario planning, using multi-attribute decision analy-

sis (MADA) to better quantify project benefits and improving

decision-making with more sophisticated analytics.

3. Capital project deceleration: quality trumps quantity in the

project pipeline – Capital project overruns are escalating due

to a range of both external and internal pressures. In response,

companies should take steps to narrow their focus to those

projects capable of delivering a demonstrable return on capi-

tal. Options for making more disciplined investment decisions

include more careful capital allocation, improved capital ef-

ficiency, project rationalization, customer use research, data

analytics, project delivery quality assurance and good gover-

nance.

4. Preparing for the M&A storm: market indicators point to

rising deal volumes – Both debt and equity capital remains

tight. To attract capital, some companies have begun to pursue

proactive and “rescue M&A” by attempting to enter deals pre-

emptively with partners of their choice. As deal volumes rise

through 2013, miners can improve their odds of transactional

success by knowing their partners, engaging in more compre-

hensive due diligence and planning for the integration in ad-

vance.

5. Governments eye the mining prize: resource nationalism

remains – Governments around the world are exercising nu-

merous forms of resource nationalism, from mining industry

privatization and expropriation to the introduction of wind-

Deloitte’s Tracking the Trends 2013The top 10 issues mining companies may face in the coming year

By Leigh Derksen, Deloitte

Spring 2013 29

fall taxes, resource taxes and export controls. To help coun-

ter this political instability, mining companies should work

to strengthen relationships with national governments, band

together to improve their negotiation strength, diversify their

commodity mix and geographic areas of focus, and demon-

strate the industry’s value to local governments and citizens.

6. Combating corruption: miners are being held to higher stan-

dards – To counter the risks posed by corruption, mining

companies have begun to adopt global transparency standards.

Heightened regulatory scrutiny will mandate even more re-

sponsible practices—for companies as well as their suppliers

and service providers. This will require the adoption of strong

corporate practices, such as third-party relationship manage-

ment, internal compliance programs and investigation readi-

ness.

7. Climbing the social ladder: a new level of responsible behav-

iour – Corporate-social responsibility involves understanding

shifting community and government expectations, addressing

the demands of NGOs and relevant stakeholder groups, and

committing to a higher level of transparency and operational

sustainability. To meet these expectations, leading companies

are embedding sustainability into their internal processes,

engaging in micro-economic analysis, earning project buy-in

with more intimate community engagement, adopting social

media strategies and using data analytics to get early warning

of emerging risks.

8. Plugging the talent gap: skills shortages still loom – Loom-

ing skills shortages threaten the mining industry’s long-term

productivity. Companies have responded by sponsoring uni-

versity programs, recruiting from non-traditional labour pools

and engaging in workforce planning. Other solutions include

strengthening the owner’s team, cross-training, training—and

retaining—local talent, confirming their approach to work/life

balance and exploring labour-driven acquisitions.

9. Playing it safe: using analytics to generate insights and im-

prove safety outcomes – Many mining companies have seen

their safety performance plateau and some continue to experi-

ence serious safety incidents and fatalities. To improve safe-

ty outcomes, companies need to understand the factors that

cause safety incidents. Other strategies include integrating new

technologies into existing processes, improving preventative

maintenance and using predictive modeling to identify at-risk

segments and improve the structure of safety programs.

10. At the IT edge: getting the most out of emerging—and ex-

isting—technologies – Mining companies are increasing their

technology investments. Yet many fail to leverage back-end

technologies, such as data analytics. Many also fail to properly

integrate disparate technology platforms following a merger

or acquisition. To improve operations while reducing costs,

mining companies should revisit their IT strategies to consider

investing in programmable logic controllers (PLCs), supervi-

sory control and data acquisition (SCADA) systems, remote

operations, manufacturing execution systems (MES), business

intelligence systems, data analytics and advanced manufactur-

ing systems.

sEt an unwavErIng COursE

Despite all of these pressures, companies that succeed over the

long haul will have understood the need to maintain corporate

resolve. Mining companies are known for taking a long-term

view of the market. Rather than revising corporate strategy, how-

ever, it is time for executives and boards to hang tough in the face

of shifting industry dynamics.

This longer-term view reveals the imperative for more concrete

industry collaboration. The endemic issues facing the mining

sector cannot be resolved by companies working in silos. By shar-

ing water management, electricity generation and infrastructure

building, companies gain the ability to share costs and risk, while

benefiting local communities in the process.

The key is to determine where to focus during volatile times

because, regardless of the route, the companies that thrive into

the future will be those that set a solid strategic direction and

hold the course amid shifting industry dynamics.

For more information, please read the full report at

www.deloitte.com/ca/mining-trends.

Leigh Derksen is a partner in Deloitte Canada’s Assurance & Advisory

practice and the leader of its mining sector group for the Prairies. He can

be reached at [email protected].


The booming mining industry has cre-

ated a great demand on Canadian min-

ing resources, such as skill trades, tires,

and machinery components. In fact, some

critical powertrain components and parts

are quickly becoming very difficult to find.

Mining companies know that they can’t

afford long waits for critical parts. This is

why Bull Powertrain has made it its mis-

sion to fulfil the growing need for “in-

stock” parts and components in the off-

highway powertrain market, especially in

the mining industry.

“To service our customers best in the

powertrain industry”—this simple strat-

egy has been at the heart of Bull Pow-

ertrain’s operation since its founding in

1977. Over the last 35 years, Bull Pow-

ertrain has held itself to a higher standard

in the powertrain industry to make sure

customers get the best service, best prod-

ucts, and best support. The staff at Bull has

built a vast knowledge base in the industry,

keeping up with the advances in technolo-

gies and changes within the industry.

In the early years, Bull was comprised

of a very small but dedicated team of five

people who worked by this strategy. Today,

the company has grown to now comprise

25 individuals who have kept the same

hard work and dedication as their prede-

cessors—and the same value is placed on

service to the customer. In fact, this proves

to be one of the greatest assets of the com-

pany, an understanding of the customer’s

needs. Specializing in off-highway pow-

ertrain components, Bull has created a

reputation of excellent service, dedication

to their customers and expert knowledge

of powertrain assemblies. The company

understands that downtime needs to mini-

mal, and so it strives to provide the best

repair service, quality work and quick

turnaround.

Bull is based in Sudbury, Ontario; this

has given it the opportunity to specialize

even further by supplying powertrain com-

ponents and parts to the booming mining

industry. At the beginning, the company

simply provided service to the local min-

ing sector, and now has gathered a network

of customers who span the globe. Shipping

internationally on a daily basis, distance is

not a problem for Bull.

Bull’s focus in mining has enabled staff

to intimately learn the mining process,

equipment machines, people and business.

If you want a knowledgeable, understand-

ing supplier for the powertrain compo-

nents in your mining fleet, look no further

than Bull Powertrain. The knowledgeable

staff has experience working on all pow-

ertrain for mining equipment, enabling

them to help with parts identification, and

to help troubleshoot problems with your

powertrain system.

Bull Powertrain supports many product

lines, but the core of its business is based

in the Dana/Spicer/Hurth/Clark, Axletech/

Rockwell, andKesslerproducts.Bull sup-

plies both new and rebuilt components

and parts. Whether it’s a torque convert-

er, transmission, axle, or other associated

parts, Bull will rebuild, repair, or supply

parts according to your powertrain needs.

Bull’s component exchange program

helps to minimize downtime and maxi-

mize profits by offering same-day shipping

on over 300 new, rebuilt and tested com-

ponents stocked within the building. Need

a component repaired? Bull offers same-

day repair return service on most compo-

nents; a part goes on a mechanic’s bench at

8:00 a.m., and is out the shipping door at

5 p.m. that day.

Bull has one the largest OEM parts and

component inventories in the world and

Ride the powertrainMinimize downtime and maximize profit with Bull Powertrain

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with our high availability and same-day

shipping, we can ensure our customers’

productivity will be down for the mini-

mum amount of time. The OEM products

we carry and support, in addition to the

previously mentioned lines, include Aus-

co, Superior Upbox, New Holland, New

Process and Timberjack. With 300+ built

components in-stock, they are ready to

ship at a moment’s notice.

Bull’s facilities have also grown, expand-

ing a few years ago to a 25,000-square-

Spring 2013 33

APPRAISALS | SURPLUS EQUIPMENT SALES MINE LIQUIDATIONS | PROCUREMENT SERVICES

A proud member and past director of C.A.M.E.S.E. - Canadian Association of Mining Equipment and Services for Export

- APPRAISALS – Mackwood has travelled the World completing appraisals of Mining Company assets, relating to Crushing and Mill Processing as well as Surface

Open Pit, Track and Trackless Underground Mine Operations.

- SURPLUS MINE EQUIPMENT SALES – If you have Equipment on your property, that is Surplus to your needs, The Mackwood Group has assembled one of the largest client data bases

within the Worlds Mining Industry. Through our direct marketing and sales campaigns, we promote your Surplus Equipment specifically to the Mines and Mine Contractor decision makers, and are able to make an immediate impact on your Investment Recovery Program, due to our ability to

find buyers that are prepared to pay the dollar values you are most intent on receiving.

- COMPLETE MINE LIQUIDATIONS – The Mackwood Group has conducted numerous Complete Mine Liquidations and maintains an impressive list of client references, and is currently

Managing a number of these projects at this time. These projects included complete Mining Equipment Fleets, Hoisting Facilities and complete Mill Crushing, Grinding and Processing Plants of various sizes and operating characteristics. If you are in need of any type of equipment,

please do not hesitate to contact us for quotations.

- PROCUREMENT SERVICES – The Mackwood Group is able to tap into our World Wide Network of Mine Contacts and Equipment Dealers,

to locate any kind of equipment you may require.

MICHAEL P. MACKWOODPRESIDENT

9 Perini Road | Elliot Lake, OntarioP5A 2T1 | Canada

Tel: (705)848-4296 | Cell: (705)849-3249Fax: (705)848-7948

[email protected]

http://www.themackwoodgroup.com

Please do not hesitate to contact us if you are in need of equipment, or if you are interested to sell yourSurplus Equipment or liquidate your Mine Site.

foot building with a brand-new shop

designed with ergonomics and safety in

mind to ensure the team can work in the

best possible manner. Bull has also in-

stalled all the most up-to-date working

tools to ensure maximum performance

can be achieved. This was done with the

customer in mind, speeding up the pro-

cessing time in the shop in order to get

the components to the customer sooner,

minimizing downtime.

This year Bull has reached another mile-

stone in its history, and has expanded its

services again to better serve its customers.

Bull carries components to manufacture

or rebuild all driveshafts, from small PTO

shafts to the larger industrial mining, for-

estry and highway applications. Sizes range

from 1000 series to 1810 and SPL highway

series, and from 4C to 10C and GWB 2000

series for off-highway applications. All

components are genuine original manu-

facturer quality (Dana/Spicer, Rockford,

GWB) and are assembled with new equip-

ment utilizing the latest technologies. The

driveline technician has over 20 years of

experience and will help solve any drive-

line problems that you might have. We

stock the most popular numbers and can

manufacture to your specifications when

required. This new aspect of the company

is now operational and all driveline appli-

cations can be supplied. Bull Powertrain

is confident that they will be able to meet

any customer’s driveline needs.


The Temiskaming Native Women’s Sup-

port Group (TNWSG), located in Kirk-

land Lake, Ontario, will begin an exciting

two-year mine training initiative. The

organization will be delivering Mining

Essentials, a work-readiness training pro-

gram for Aboriginal peoples, co-owned

by the Mining Industry Human Resourc-

es Council (MiHR) and the Assembly of

First Nations (AFN). The program was

launched in 2011 following an initial pi-

loting phase and is typically delivered in

12 weeks. Mining Essentials was devel-

oped to increase participation rates of

Aboriginal peoples in mining by enhanc-

ing the preparedness of the local work-

force, and, in turn, leading to increased

community economic development and

achieving a better balance between sup-

ply and demand of labour to support the

mining industry.

The TNWSG will be delivering three

Mining Essentials intakes of 16 Aboriginal

women starting in April 2013. The orga-

nization has strong partnerships with six

mining companies (Kirkland Lake Gold

Inc., Dumas, Armistice Resources Corp.,

AuRico Gold Young Davidson, GoldCorp

Porcupine Gold Mines and Queenston

Mining Inc.). These companies have com-

mitted to actively participate in the pro-

gram by providing guest speakers, mine

tours, mine-site visits, on-the-job train-

ing and job offers to the graduates.

Mining Essentials teaches industry-val-

idated essential, non-technical skills and

knowledge the mining industry requires

for an individual to be considered for an

entry-level position. By incorporating

both industry knowledge and traditional

cultural teachings for a unique learning

experience, the program provides learn-

ers with the opportunity to develop the

essential and work-readiness skills need-

ed to gain employment in one of Canada’s

highest-paying industrial sectors.

Mining Essentials continues to be im-

plemented in various communities across

Canada, thanks to partnerships between

industry, community and education.

To date, 93 learners have enrolled in the

program, with 75 per cent graduating. Of

those graduates, 50 per cent have already

found work in the mining industry or are

pursuing further training or education.

MInIng EssEntIaLs traInIng sItEs In OntarIO

The Mining Essentials implementation

at the TNWSG in Kirkland Lake is the

program’s first suite of women-only co-

horts, with close to 50 women enrolling.

At another current implementation in

Gull Bay, Ontario, Anishinabek Employ-

ment and Training Services (AETS) will

give a group of learners a truly authen-

tic experience of working at a mine site;

learners will alternate one week of learn-

ing on-site with one week off-site (re-

turning home). This delivery of Mining

Essentials was made possible by the part-

nerships between AETS, North American

Palladium - Lac des Iles Mine and Con-

federation College.

In addition, Oshki-Pimache-O-Win

Education & Training Institute began

the Webequie Skills Training Project by

delivering the Mining Essentials Program

on January 28th, 2013 in Webequie, On-

tario, in partnership with Cambrian Col-

lege and Cliffs Natural Resources. Sixteen

members of Webequie First Nation will

take the training in the community, in

both a classroom setting and in the Cam-

brian College’s Mobile Trades Training

trailer. Bringing training to the commu-

nity in collaboration with multi-partners

that include the MiHR’s Mining Essentials

Program is an innovative workforce de-

velopment approach for the Ring of Fire

area. The Webequie Skills Training Proj-

ect received financial support from the

Ontario Ministry of Aboriginal Affairs.

At the end of 2012, nine learners com-

pleted the 14-week training program in

Timmins, Ontario. Learners were given

the opportunity to do a one-week place-

ment at Detour Gold, job-shadowing

with a given worker for two different jobs

of their choice. They were also able to take

an underground tour at Gold Corp. The

involvement of Northern College, Detour

Gold and the Wabun Tribal Council made

Increasing Aboriginal engagement in mining through collaborative pre-employment trainingClose to 50 Aboriginal women poised to prepare for mining careers in Northern Ontario By Lindsay Forcellini, Marketing and Communications Specialist – Mining Industry Human Resources Council (MiHR)

Spring 2013 35

this delivery a success and enabled the

graduates to pursue a career in mining.

aDDrEssIng thE hr ChaLLEngEMining Essentials is one key part of an

industry strategy in addressing the skills

shortage in mining. According to MiHR’s

latest report, Canadian Mining Industry

Employment and Hiring Forecasts 2012,

one-third of the mining workforce will be

eligible to retire within five years, creating

a need for 140,000 new workers by 2022.

As one of the fastest-growing segments

of the Canadian population and with

Aboriginal communities located within

close proximity to many mine sites and

operations, Aboriginal peoples are a large

potential pool of talent for the mining in-

dustry and play an important role in miti-

gating this human resources challenge.

As the national council for the Cana-

dian mining and exploration industry,

MiHR has mobilized employers, educa-

tors and Aboriginal groups to work more

collaboratively and to enhance partner-

ships. In 2006, Statistics Canada reported

seven per cent of the mining workforce

self-identified as being of Aboriginal

descent, nearly double the rate for the

overall labour force. While the mining in-

dustry outperforms the rest of Canada’s

economy in the employment of Aborigi-

nal peoples, a great deal of potential re-

mains for further improvements in this

area and MiHR is committed to facilitat-

ing connections between Aboriginal orga-

nizations, education and the mining sec-

tor in support of this continued effort to

increase Aboriginal inclusion in mining.

MiHR has many resources that can as-

sist industry in the attraction, inclusion

and training of Aboriginal peoples. These

resources can be accessed at www.aborigi-

nalmining.ca and www.mihr.ca.

The Mining Essentials Program is

always looking for additional qualified

training sites. If you are interested in

delivering the program, please contact

Pascale: [email protected].

A group of Mining Essentials learners at the Oshki-Pimache-O-Win education & Training Institute in Webequie, ON. Photo courtesy of the Oshki-Pimache-O-Win education & Training Institute.

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The past two decades have seen increasing

worldwide interest in sustainable devel-

opment. It has attracted increased atten-

tion from the non-renewable resources

sector, including fossil fuels and minerals.

And mining jurisdictions are now much

more sensitive to the need to achieve a

balance between environmental protec-

tion, economic development and social

well-being.

However, the quest for balance between

environmental protection and wealth cre-

ation is not new. It has been around for

long time, but awareness among pub-

lic, mass media, governments, industry

politicians and developmental agencies

was heightened by the publication of

Our Common Future (also known as the

Brundtland Report), which outlined a

path for global sustainable development

and served a key role in bringing sustain-

ability into the public’s view. It led peo-

ple to recognize that many of our issues

and challenges are interrelated, and that

fundamental shifts are required on many

fronts. That cooperation among many en-

tities is vital to achieve sustainable devel-

opment goals.

This article begins with the definition

of sustainable development, then shows

how it can be achieved in the minerals

resource development. It highlights some

reasons for the lack of progress to date;

why cooperation is key, and how it can be

achieved. It then explores how sustainable

development affords an opportunity for

Ontario to gain a competitive advantage

through “A Framework for Action”.

sustaInabLE DEvELOpMEnt DEfInItIOn

The most frequently cited definition

of the concept comes from the Brundt-

land Report, which defined sustainable

development as meeting the needs of the

present without compromising the ability

of future generations to meet their own

needs. The three pillars of sustainable de-

velopment are economic growth; environ-

mental protection; and social equity. A key

message from Bruntland is that economic

development, reduction of poverty and

conservation of resources are essential to

protecting the environment.

sustaInabLE DEvELOpMEnt anD MInEraLs rEsOurCE DEvELOpMEnt

Based on these assertions, the achieve-

ment of sustainable development goals in

the mining and mineral sector requires: an

equitable distribution of economic profits

and social development (e.g., income, em-

ployment, training, infrastructure devel-

opment—not the greatest benefits for the

few at the expense of others); a net posi-

tive environmental legacy (e.g., parks, wet-

lands, fertile farmland, enhanced biodi-

versity and the removal of contaminants);

and the conservation and enhancement of

the resource base (produce more with less,

minimize rates of depletion and degrada-

tion beyond reasonable recovery, and the

development of substitutes).

Over the past decade, sustainable devel-

opment has gained significant importance

and has become a major concept driving

reform in legislation and regulation. Min-

ing companies have introduced corporate-

social responsibility, as have development

agencies such as the World Bank, the In-

ternational Council on Mining and Met-

als (ICMM), the World Economic Forum

(WMF), the Organization for Economic

Co-operation and Development (OECD),

industry associations and think-tanks in

Canada and elsewhere. These organiza-

tions have collectively developed resource

material, organized forums and workshops

that provide platform to engage diverse

stakeholders to debate and discuss issues,

impediments, possibilities and present

policy options. And educational institu-

tions have developed in-depth course ma-

terial on sustainability. This work to date

has resulted in greater public awareness as

well as expectations for equitable resource

distribution, environmental sustainability

and economic and social well-being, espe-

cially of the resource dependent commu-

nities affected by mineral resource devel-

opment.

sustaInabLE DEvELOpMEnt—MakIng prOgrEss, but nOt EnOugh!

Despite these efforts, progress in advanc-

ing sustainable development goals has been

slow and some view it as disappointing,

especially with the equal distribution of

resources. More assertive communities are

seeking their fair share and community pro-

tests are not confined to developing coun-

tries, but are also taking place in developed

Ontario’s opportunity: Achieving sustainable development in minerals resource development

Over the past decade, sustainable development has gained significant importance and has become a major concept driving reform in legislation and regulation.

By Indira Singh

Spring 2013 39

countries such as Australia, Canada, Finland

and the U.S. Labour disputes and unrest,

and illegal strikes, are on the rise worldwide.

Inadequate mining, community, social and

living conditions increasingly attract at-

tention; the adverse impact on broader

communities (including displacement and

relocation), the environment, wildlife, and

crops, these issues have yet to be effectively

addressed.

The lack of progress can be attributed to

a number of factors: it is a complex under-

taking with multifaceted issues and chal-

lenges, inadequate governance structures

and approaches, competing and differing

perspectives and interests, an integration of

the economy and the environment, histori-

cal legacy issues, inequitable distribution

of mineral resource benefits and environ-

mental damage. It requires ongoing and

enduring public-private partnerships and

collaboration within and between many

sectors. Success with sustainable develop-

ment will require new governance methods

and collaborative public engagement pro-

cesses; changes in attitudes and behaviours;

and a willingness to address historical leg-

acy and environmental damage issues, the

deployment of breakthrough technologies,

and above all, cooperation and collaboration

among all major entities for a shared vision

and commitment to sustainable develop-

ment goals in a sustained manner until sus-

tainability is embraced and integrated.

sutaInabLE DEvELOpMEnt Is hErE tO stay

Evidence and global trends suggest that

sustainable development is here to stay.

Using resources efficiently from extraction

to disposal is no longer seen as a matter of

separate local, provincial, national deci-

sion-making; it is increasingly becoming a

matter of global importance. Issues such as

the current accelerating rate of consump-

tion; resource extraction and processing

effects on future land use and water qual-

ity; resource nationalism; resource deple-

tion, water scarcity and climate change; the

growing disparity between the developed

and developing countries and the increas-

ing economic divides within both; and ris-

ing public expectations will keep sustain-

able development agenda on the forefront

of the public debate.

sustaInabLE DEvELOpMEnt as a busInEss IMpEratIvE

When Brudtland was first released, the

business community saw environmental

protection requirements as an “unproduc-

tive” investment that would result in the

loss of market share to foreign competitors.

But Michael Porter of the Harvard Business

School, in his report on the state of the Ca-

nadian economy, pointed out that “Strict

environmental regulations do not under-

mine competitive advantage against foreign

rivals; indeed, to the extent that they antici-

pate international trends, they can enhance

it . . . . . the result, in many cases, is a process

that is not only cleaner but that lowers costs

or improves quality.”

Porter went on to note that strict regu-

lation of particular industrial sectors in

Germany and Scandinavian countries has

resulted in technological leadership in those

sectors, and that if anything, Canadian en-

vironmental standards have been too weak:

they “have not been anticipatory in a way

that could have pushed Canadian com-

panies more forcefully toward innovative

processes and strategies”. An example close

to home comes from Sudbury, in the mid-

1980s, in response to the Ontario govern-

ment’s new regulation in to reduce dioxide

emissions; Inco (now Vale) invested $500

million into a program to cut emissions of

sulphur dioxide.

Canada’s Opportunity: Adopting Life Cy-

cle Approaches for Sustainable Development,

a recently released report, sets out the risks

faced by Canadian companies that are “un-

prepared” for or “unable” to comply with

existing or anticipated foreign government

regulations that require product life-cycle

disclosure. It also identifies opportunities

for Canadian companies that adopt a “Life

Cycle Approach” to achieve better supply-

chain performance, internal operational

efficiencies, and increased institutional ca-

pacity to enhance innovation and support

environmental stewardship.

sustaInabLE DEvELOpMEnt thrOugh COLLabOratIOn anD COOpEratIOn

To make progress with the three elements

of sustainable development described

above, institutional cooperation among key

entities such as governments, the mineral

industry and its associated organizations,

and academic and educational institutions

is required, where institutional cooperation

is defined as the ability of organizations

to work cooperatively and collaboratively.

Institutional cooperation is crucial for the

simple reason that it is beyond the sphere of

authority, capacity or control of any one en-

tity; neither the government, nor the private

sector, alone, can achieve goals relating to sus-

tainable development.

Mining is a complex and interdepen-

The author, Indira Singh, at a Regional Roundtable in Thunder Bay.

Evidence and global trends suggest that sustainable development is here to stay.


dent web of businesses and organizations.

The schematic diagrams of Ontario’s Min-

eral Industry Cluster and the Linkages

show mining complexity, scope and inter-

dependencies of players (Singh and Evans,

2009). Institutional cooperation requires

all major entities to work together col-

laboratively. There is one approach, com-

monly referred to as “the cluster approach”,

which has been used worldwide and has

been shown to facilitate and promote col-

laboration and cooperation.

The cluster approach is an inclusive and

integrated approach to creating sustain-

able economic development. It requires

all key entities/players (e.g., such as gov-

ernment, private-sector organizations, re-

search and educational institutions, NGOs,

labour and business associations) to work

together(KetelsandMemedovic,2008).It

breaks down “silos”, brings together part-

ners and stakeholders who otherwise will

not come together, and provides collab-

orative platform for constructive dialogue.

Working in a cluster environment provides

business leaders with access to government

officials, enabling them to influence poli-

cies and programs that affect their sectors

and industries. It provides government of-

ficials access to top business leaders to pro-

actively seek and receive their advice and

input on major policies. It provides indus-

try leaders with access to researchers and

academics to convey their requirement for

applied research. It provides suppliers with

access to major mining companies to un-

derstand their requirements for products

and services. And it enables business as-

sociations to influence major public policy

directions.

The cluster approach promotes a para-

digm shift from “control to engagement”

and from “conflict to consultation”. It

requires a shift from “looking after our

patch” to a “broader view of responsibil-

ity”. In clusters, the sum is greater than its

parts. Governments use their “Power of

Convocation” to bring together the players

mentioned above to engage them and cre-

ate a sense of urgency. Usually the govern-

ment act as “broker”, a “facilitator”, and as

a “conveyor”.

The cluster approach helps parties to

express their interests and concerns in a

constructive and proactive way and iden-

tify areas of mutual benefits. The idea is to

contribute to the prevention or resolution

of conflicts and ultimately, to the econom-

ics and social development of a region in

a responsible environmentally manner.

Some 30 countries have deployed a clus-

ter approach. Successful examples show a

direct correlation between clusters and in-

novation. But innovation does not happen

in isolation. For example, any new break-

through in technologies or new products

from concept/idea to market now typically

requires several organizations working

together. The days of vertically integrated

solutions developed solely within an orga-

nization are fast receding.

OntarIO’s suCCEss wIth COLLabOratIOn

The Ontario mining industry, beyond its

strengths, also had and continues to have

enduring issues with access to land, land

tenure and Aboriginal rights, distribution

of resource benefits and so on. The Govern-

ment of Ontario’s first efforts to bring to-

gether stakeholders at a forum in Toronto

took place in February 2003. The Forum

was sponsored by the Ontario Ministry of

Northern Development and Mines and at-

tracted approximately 80 participants di-

rectly and/or indirectly involved with the

mining industry, from presidents of large

and small mining companies to northern

Ontario mayors, college presidents and

prospectors. The forum created great deal

of energy, enthusiasm and optimism among

all stakeholders. It was called “an historic

event” in the history of mining, where for

the first time in living memory, all of the key

stakeholders came together.

In 2004, the Ontario Government cre-

ated the Ontario Mineral Industry Cluster

Council (OMICC). It was mandated to

foster a sustainable and rising standard of

living from Ontario’s rich mineral endow-

ment. Council membership was drawn

from key sectors, including: exploration,

major mine operators, service and sup-

ply sectors, R&D institutions, educational

institutions and industry associations,

labour, First Nations and environmental

groups.

OMICC’s notable achievements in-

cluded the establishment of the Centre for

Excellence for Mining Innovation (CEMI).

It sponsored a number of forums and de-

veloped of a number of tools and products

which raised the profile of mining and im-

proved its public perception. The Council

was an early advocate of resource benefit

sharing with First Nations communities,

a long-standing issue. More importantly,

a broader and wider view of the mining

and mineral development was promoted

through the cluster lens.

sustaInabLE DEvELOpMEnt as OntarIO’s OppOrtunIty

Ontario has it what it takes to be a

model mining jurisdiction to advance a

sustainable development agenda in the

21st century. It has the international stat-

ure to advance sustainable development

goals and secure a position of promi-

nence. Ontario is a leading mining ju-

risdiction in a number of ways—its size

in terms of its population, land mass,

GNP and GDP is larger than a number

of western countries. Ontario is home to

many leading mining companies. It has

a critical mass of R&D and educational

institutions, a strong supplier base of

mining-related products and services,

including environmental technologies

and pro-economic development First

Nation’s communities. Ontario’s mining

companies have operations all around

the world. The mineral industry is mod-

ern, technologically advanced and has

In 2004, the Ontario Government created the Ontario Mineral Industry Cluster Council (OMICC). It was mandated to foster a sustainable and rising standard of living from Ontario’s rich mineral endowment.

Spring 2013 41

introduced a number of mining innova-

tions (Ontario Mineral Industry Cluster

Council, Ontario Mineral Industry Clus-

ter: An Economic Powerhouse, 2006).

Numerous examples of cooperative ef-

forts between the industry and govern-

ment, industry and the R&D institutes;

industry and labour; First Nation com-

munities and the industry can be found

in Ontario.

Environmental stewardship is taken

seriously by all involved; the government,

the mining industry and the industry as-

sociation recognises that in addition to

environmental responsibility, there is

also social and economic responsibility.

The mineral industry is a leading in-

dustry in achieving efficiency and pro-

ductivity gains. A number of mining

companies have implemented corpo-

rate-social responsibility. The industry

has made significant strides in improve-

ments in health and safety and environ-

mental rehabilitation. The Rehabilitated

Mines Calendar provides a striking

pictorial testimony of rehabilitation of

mined lands, environmental steward-

ship by mining companies, government

regulations, and use of best practises and

technologies.

But Ontario faces the same challenges

as other mining jurisdictions, perhaps in

a lesser degree. Each year billions of dol-

lars are lost due to conflicts, legal law-

suit action, blockades resulting in can-

cellation, delayed and deferred mining

projects. Some of the mining-dependent

communities live in poverty way below

national average and lots more needs to

be done to rehabilitate damage caused by

past practise.

sustaInabLE DEvELOpMEnt In OntarIO thrOugh thE COLLabOratIvE prOCEss “No single blueprint for sustainability will

be found, as economic and social systems

and ecological conditions differ widely

across the globe. Each nation will have to

work out its own concrete policy implica-

tions”. (United Nations, 1987, p.11)

There appears to be a consensus about

the need for collaboration among vari-

ous stakeholders. The Danish Institute

for International Studies sponsored re-

port talks to the need to involve “…all

stakeholders (companies, host country

governments, donors and NGOs) to fos-

ter economic development in a just and

Left to right: Luz Gutierrez, Indira Singh and Susana yepes Bernal. Singh was one of the key speakers in the plenary session at the 2012 Colombia Generia conference, of which one of the sponsors was CNN.

Ontario is a leading mining jurisdiction in a number of ways—its size in terms of its population, land mass, GNP and GDP is larger than a number of western countries.


sustainable manner” (Bourgouin, 2011). The World Economic

Forum describes the need to establish “collaborative processes

for stakeholder engagement” (World Economic Forum, 2011).

In a recent discussion, the panel of experts of the Guardian Re-

sponsible Business discussed the issues and impacts around respon-

sible mining and noted that “governance weaknesses are a challenge”

and “efforts where government, industry, development partners

and civil society stakeholders come together to work towards im-

proving public-sector capacity will be the most effective”. (Guardian

Responsible Business, 2013). Yet there is a scarcity of tested models

and frameworks which have been successfully used in a sustained

manner to bring all stakeholders together to achieve sustainable de-

velopment objectives.

It is a strategic imperative that government and private-sector

leaders and other entities work together to advance the objectives

of the sustainable development that will result in mineral resources

being explored, developed and used in a manner that supports the

distribution of wealth close to the resource areas, protects the envi-

ronment and promotes positive values (social equity, social justice

and democracy), and recognizes and builds upon the best in its cul-

ture and history.

Ontario’s success in achieving sustainable development goals will

depend on factors such as its ability to engage all stakeholders proac-

tively; secure and sustain their active participation and commitment

to sustainability; and its mining companies’ abilities to anticipate

global needs and develop breakthrough technologies and products

required to support sustainable development.

Within this context, it is proposed that Ontario establishes a

multi-stakeholder collaborative council with membership from all

sectors with a mandate to advance sustainable development agen-

da in Ontario’s minerals resource sector. It is a strategic imperative

which makes good business sense for Ontario to advance sustainable

goals. Such a council will need to develop a broad vision, and have

a strong mandate to develop an action-oriented agenda. It will ob-

viously need resources, but must also have clear responsibility and

accountability measures. Having Council with representative from

key sectors will convey a strong message that Ontario takes sustain-

able development seriously and purse it through co-operation and

collaboration.

Ontario can pride itself as being one the very first mining juris-

dictions to advance sustainable development as part of its social and

economic agenda. But our previous efforts have only lasted while the

sponsoring participants remained in place. The trick appears to be to

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Ontario can pride itself as being one the very first mining jurisdictions to advance sustainable development as part of its social and economic agenda.

Spring 2013 43

mandate the development of capacity and momentum beyond the in-

terests of the initial sponsors. Other communities have achieved this,

the mineral and mining community needs to explore it.

It is time we addressed that “missing link”.

rEfErEnCEs:Brundtland Commission, 2012 – The Regeneration Roadmap. Online:

http://theregenerationroadmap.com/wp-content/uploads/2012/02/

Bringing_Rio_Closer_Brundtland_Commission.pdf

Ernst & Young Annual Report, 2012. Business Risks Facing Mining &

Metals, 2012 – 2013.

France Bourgouin, 2011. Mining for Sustainable Development: A

Missed Opportunity, Danish Institute for International Studies DIIS)

Policy Brief. Page 1. Online: http://www.diis.dk/graphics/Publica-

tions/Policybriefs%202011/France%20Bourgouin%20pol%20

brief%20small.pdf

Guardian Responsible Business, 2013. “Responsible mining: can it

work?” Ideas and Insights for Progressive Business Leaders. Online:

http://www.guardian.co.uk/sustainable-business

International Council for Mining and Minerals (ICMM), 2012. The

Role of Mining in National Economies. Online: http://www.icmm.

com/document/4440

International Mining and Metals Council, 2013. Sustainable Devel-

opment Sessions at Investing in African Mining Indaba. Online:

http://www.miningindaba.com

KetelsCandMemodovicO,2008.“FromClusters toClusterBased

Economic Development”. International Journal of Technological

Learning, Innovation and Development. Vol.1, Number 3, pages 375-

392. http://www.inderscience.com/info/inarticle.php?artid=19979

Mills P, 2003. “Mining Cluster Forum, A First”. Northern Ontario Busi-

ness. Vol 25, No 5, March, 2003.

National Round table on the Environment and the Economy. Can-

ada’s Opportunity: Adopting Life Cycle Approaches for Sustainable

Development. Online: http://nrtee-trnee.ca/canadas-opportunity

Ontario Mineral Industry Cluster Council, 2006. Ontario’s

Mineral Industry Cluster. Online: https://docs.google.com/

file/d/0BxGW5Vpn-P5_ajE5TVNWalpVOEU/edit

Ontario Mineral Industry Cluster Council, 2011. Rehabilitated

Mines Calendar. https://docs.google.com/file/d/0BxGW5Vpn-P5_

YVg0am1fTC1MOU0/edit

Schrecker, T., 1993. “Sustainable Development: Getting There from

Here”. A handbook for Union Environment Committees and Joint

Labour-Management Environment Committees.

Singh I and Evans J, 2009b. “Natural Resource-Based Sustainable De-

velopment Using a Cluster Approach”. Mining, Society and a Sus-

tainable World. Springer, page 189.

United Nations, 1987. “Our Common Future, Towards Sustainable

Development”. Report of the World Commission on Environment and

Development. Chapter 2, page 41.

World Economic Forum, 2011. “Responsible Mineral Development

Initiative: A Framework for Advancing Responsible Mineral Devel-

opment”. World Economic Forum, with the Boston Consulting Group.

Chapter 3. Online: http://www3.weforum.org/docs/WEF_MM_

Report_2011.pdf

Singh I and Evans J, 2009b. “Natural Resource-Based Sustainable De-

velopment Using a Cluster Approach”. Mining, Society and a Sus-

tainable World. Springer, page 189.

United Nations, 1987. “Our Common Future, Towards Sustainable

Development”. Report of the World Commission on Environment and

Development. Chapter 2, page 41.

World Economic Forum, 2011. “Responsible Mineral Development

Initiative: A Framework for Advancing Responsible Mineral Devel-

opment”. World Economic Forum, with the Boston Consulting Group.

Chapter 3. Online: http://www3.weforum.org/docs/WEF_MM_

Report_2011.pdf

abOut thE authOr:Indira Singh

Principal, Mining Consultancy International

Thunder Bay, Ontario, Canada P7J 1H6

Email: [email protected]

Linked-In: http://ca.linkedin.com/in/indirasingh1

Indira Singh is the principal of Mining Con-

sultancy International Inc. (MCI). MCI special-

izes directly, and through its associates, in strategic planning; global

and local cluster strategies; sustainable resource development; project

management; and government and corporate relations.

Indira recently concluded a 25-year career of public service in Can-

ada, having worked in both Alberta and Ontario. The common thread

running through her work has been the challenges of large, complex,

multi-disciplinary and decentralized environments. She has provided

leadership to a wide range of large, visible, and politically sensitive

provincial programs and to a number of high-profile international

projects.

In her most recent decade of public service (until January 2012),

Indira was at the Ontario Ministry of Northern Development and

Mines, where she worked to transform public-private sector relation-

ships within the mining and mineral sector. She was both a senior di-

rector within the Ontario Public Service and the executive director to

the Ontario Mineral Industry Cluster Council (OMICC)—a private-

sector-led multi-stakeholder collaborative body. As a senior director in

the Ontario Public Service, she provided expert advice to the Minister,

ministry senior management, and she influenced public policy and

program design and contributed to corporate and ministry initiatives.

Her dual roles gave Indira practical insights and experience in all as-

pects of the mining and mineral development sector, from mining law

and regulations, policy tools and instruments, resource governance,

capacity building, global trends and their impacts on the mineral sec-

tor to the various stakeholders and their perspectives and aspirations

corporate social responsibility, historical legacy issues, equitable dis-

tribution of resource revenue, and the challenges and opportunities

associated with responsible and sustainable minerals development.

Indira has a world view of how natural resources have been used

as an engine for sustainable growth and prosperity. Her perspectives

have been widely published in international and national mining

magazines. Indira has shared her expertise and knowledge through

engagements at conferences in India, Russia, Sweden, Finland, Co-

lombia and the United States.


My CrEDEntIaLs I graduated from the University of Manitoba in 1978 in geophys-

ics and received my MBA at the University of Calgary in 1988, and

am a full-fledged stereotypical baby boomer. My parents are classical

“builders” (traditionalists) and my children (a relative term) are gen-

eration Y. I have managed a service company of baby boomers, gen-X

and gen-Y staff for many years and I have at least a cursory and prag-

matic understanding of the issues. For my sources of information,

I flagrantly plagiarize from reliable Internet sources like Wikipedia

and various blogs, rely on innuendo and hearsay, discuss issues with

my peers over beverages and read the odd professional management

article. All in all, sound and reliable sources of fully pedigreed infor-

mation (see note of apology on next page).

kIDs thEsE Days... “They waste time chatting with co-workers. They show up for work

in shorts and T-shirts. They plug in their music, text on their phone and

try to work at the same time. And they take the afternoon off to go ski-

ing.” ~Overheard in a management meeting.

Welcome to the brave new world of generation Y, the “Age of En-

titlement”.

While one hates to generalize and categorically plug personalities

into pigeon holes, there are some commonalities that are useful to

identify when discussing trends amongst generations. The literature

is rife with type-casted characteristics associated with different age

groups that could be useful in understanding communication styles.

Gen-Yers (19 to 33 years old) value positive reinforcement, au-

tonomy, positive attitudes, diversity, money and technology. They

have grown up in prosperous and tranquil times and as a result

have a very optimistic outlook on life, although 2009 to 2012

might have tempered that somewhat. They demand more input

into their learning regimen, crave supportive feedback and lots

of variety in the workplace and expect good salaries to spend on

multitasking gadgets. They are the generation of “multi-taskers”

and utilize technology to read, listen, type and talk all at the same

time, sometimes creating both frustration and envy from their

baby boomer bosses. As a mentor of the gen Y, you will need to

understand the cross-generational characteristics that can create

the “generational chasm” if you want to communicate effectively.

why unDErstanDIng thE gEnEratIOn ChasM Is IMpOrtant tO thE gEn-yEr

I call it the “Totem Pole Concept of Corporate Hierarchy”. The rela-

tionships involved in mentoring are complex because not only is there

a chasm to bridge between the mentor and the gen-Yer, you also have to

understand the generational differences that the gen-Y employee is or

will soon be faced with in their organization.

Chances are that when a new gen-Y employee starts into their new

role as a young intern, they will be at the bottom of the totem pole (al-

though they might think they belong somewhat higher up than that!).

Their boss will likely be a gen-Xer, whose boss will likely be a baby

boomer (and the gen-Yer may perceive that they are plugging up their

career pipeline). If they think their immediate boss doesn’t understand

them, ask them how they’re making out talking to the next level up!

Gen-Xers (34 to 47 years old) believe in investing in their own de-

velopment rather than in their organization’s, and they embody the en-

trepreneurial spirit. They are cautious about investing in relationships

The generational chasm: bridging the gaps A how-to guide for mentors By Larry Herd, P. Geoph.

Spring 2013 45

with employers because experience has shown that these relationships

are not reliable. They usually have clear goals and prefer managing their

own time and solving their own problems rather than having them

managed by a supervisor. This generation works hard but they would

rather find quicker, more efficient ways of working so that they have

time for fun. While the baby boomers worked hard to move up the

ladder, gen-Xers are working hard so that they can have more time to

balance work and life responsibilities. When communicating with this

generation, the gen-Yer should use email and texting as their primary

tools, and talk in short sound-bites to keep their attention. They need to

keep their gen-X boss in the loop and ask them for feedback regularly.

Baby Boomers (48 to 67 years old) value peer competition and

coined the phrase “workaholic”. They work hard because they view it as

necessary to climb the ladder of success, which is a fundamental belief.

Boomers are the “Show Me” generation, and body language is impor-

tant when communicating. When dealing with boomers, the gen-Yer

should answer questions thoroughly, expect to be pressed for the details,

and present options to demonstrate flexibility in their thinking. They

embrace the team approach to business and as long as the gen-Yer per-

forms to their standards, they will accept them as an equal. They don’t

appreciate rules for the sake of having rules, and they are not afraid of

challenging “The System”. Baby boomers have strong principles and will

fight for a cause if they believe in it.

The good news: gen-Yers want to be mentored, and in most cases,

they demand it as a part of their career development regimen that they

have planned out in detail already. They are creative learners and re-

spond well to innovation. By understanding the differences between

your own psyche as a mentor and the gen-Yers, it is possible to connect

effectively. Ignore these differences or pretend they don’t exist at your

own peril!

ChaLLEngEs, pItfaLLs anD tIps fOr brIDgE-buILDIngGen-Yers don’t like to be told what to do, and yet that’s exactly

what baby boomers are inclined to do, whether as a boss to a gen-Y

employee or as a mentor to gen-Yer. They like technology, and as

far as they are concerned, mentoring doesn’t have to be face to face.

More than likely, it’s the mentor who has problems or limitations

with electronic communications.

Gen-Yers are used to immediate response. Social media, games,

cell phones and texting have all provided immediate responses in

their life. If the mentor doesn’t get back to a request from a gen-Yer

in short order, he or she will lose authenticity in their eyes.

The inherent efficient and effective use of technology has created

terrific gen-Y information gatherers. Their knowledge of the Inter-

net and social media has propelled gen-Yers to be voracious informa-

tion collectors. They may not have the wisdom yet to discriminate

between what is useful and what is a waste of time, but under the

guidance of a savvy manager they will excel at collecting a wealth of

information very quickly.

thEsE sIMpLE tIps May hELp In thE EffECtIvE MEntOrIng Of gEn-yErs: • Virtual is fine. Use communication technology as much as pos-

sible. They consider that work is portable as long as it gets done,

so be flexible with assignments. Respond as soon as possible to

meeting requests, questions etc. to ensure engagement with gen-Y.

Someone who is not available will not work out as a mentor.

• Mentoring is not routine. Don’t take over the agenda—let the gen-

Yer tell you what the agenda should be. Do not tell gen-Yers what

to do; rather let them figure it out while you provide guidance and

offer pragmatic tips and tools. They don’t want to hear anecdotal

stories about how you solved problems “in your day” and will re-

sent it if they think you are talking down to them.

• Seek feedback. Constantly seek their commentary about the pro-

cess and their level of satisfaction, and provide them with regular

feedback.

• Use humour. Create a fun mentoring relationship and don’t take

yourself too seriously. Praise successes but don’t coddle them.

They need to know that there isn’t an award provided just for par-

ticipating.

• Encourage them to take risks.TheyneedtoknowthatitisOKto

break a few rules so you can explore new ways of learning with

them and that they can use in their work environment.

• Ask their opinion. Ask the gen-Yer to show you what they know (or

they think they know), and you can shape their knowledge with

wisdom.

Mentoring gen-Yers can be challenging and very rewarding. Once

they understand that experience DOES count for something, they

will respect you. Don’t take it personally when they tell you that they

have another mentor—this is typical of gen-Yers and is encouraged

in today’s mentorship philosophy.

Good luck!

~Larry

This is a topic of interest for me and although it should be

abundantly clear, in no way should I be considered an expert.

If you have any questions about this article, I invite you to contact

me at [email protected].

An apology to my sources (NASA, Randy Emelo, Susan Hall,

Elizabeth Lions, Jessica Stillman, Mike Preston, Sharyn Devereux,

Catherine Jones, Shane Austin, Jennifer Blanchard and Ray Williams):

I have mutilated this discussion so much over the years so as to make

all references from reputable sources indistinguishable from my own.

If you recognize any of the text as direct quotes, I will just plead igno-

rance, so I ask your indulgence.


Classical mechanics, founded by the bril-

liant Sir Isaac Newton, captures the essence

of “power” with a simple definition: the

rate at which work is done over time. The

engineers at ARGO distilled simplicity and

power into this innovative off-road vehicle

when they developed the all-new ARGO

8x8 XTI. The ARGO XTI gives mining, util-

ity, oil and gas companies, as well as serious

outdoorsmen, the power to excel and pro-

duce in extreme terrain with very low main-

tenance. The all-new ARGO XTI is an am-

phibious utility vehicle with seating for up

to four people on land, and a flexible cargo

platform option that can be customized to

work like no other ARGO before.

Fancy design features may make for

catchy brochures, but the ARGO 8x8 XTI

features performance and extreme versatil-

ity where it is needed the most for commer-

cial applications. The proven, direct-drive

triple-differential ADMIRAL transmission

steers smoothly through challenging ter-

rain, and allows for turns within the ve-

hicle’s own length with minimal effort.

With a 1,500 lbs./680 kg cargo rating and

a 1,150 lbs./520 kg drawbar pull, it is built

to handle tougher chores than the stan-

dard ARGO lineup, but still remains very

cost-effective compared to the heavy-duty

ARGO 8x8 Centaur. An optional rugged

Roll-Over Protective Structure (ROPS)

frame for two or four passengers can be in-

stalled when required. The ARGO 8x8 XTI’s

custom tire-tread is shaped for propulsion

over small bodies of water as well as traction

and flotation on deep mud, over obstacles,

and through flooded areas. As an industry

first, the steering column can also be moved

quickly from left to right so the operator can

position himself/herself comfortably on the

bench seat as required for various scenarios.

Work is the accomplishment of tasks.

The versatile and flexible cargo compart-

ment is already proving itself as mission-

capable, whether the task is to carry equip-

ment and supplies across Northern Ontario

muskeg for mineral exploration, work hard

in Malaysian plantations to optimize palm

fruit harvesting, or maintain power lines

and cellular towers in the Colorado Rock-

ies. The XTI’s eight-wheeled layout provide

incredible traction and stability; and the

field-tested accessories, including heavy-

duty 15-inch or 18-inch mud or snow-track

solutions, make the ARGO XTI a workhorse

12 months of the year, thus maximizing uti-

lization and ROI. At full payload a ground

pressure of low as 1.06 PSI is achieved The

optional flatbed allows for the mounting of

standard and customized cargo boxes, as

well as third-party spraying equipment for

insect and weed control or firefighting sys-

tems, thus meeting the expectations of the

most serious users when it comes to versatil-

ity. Other accessories include a 4,000-pound

NEW FOR 2013:

The ARGO 8x8 XTI sets a new benchmark for handling extreme terrain

Spring 2013 47

power winch, brush guard, dual bilge pump,

rear bench seat and a helicopter lift-kit.

thE bEst anD tOughEst argO EvEr buILt!

As proven by Sir Newton, work must be

done over time to demonstrate true power.

In the utility vehicle world, this requires reli-

ability that translates into a low cost of own-

ership. The mobility advantage for an energy

company crew or natural resource explora-

tion team vaporizes when a vehicle gets stuck

in the bush or in the repair shop. ARGO’s

45 years of unmatched experience in the

toughest places on Earth back each and ev-

ery ARGO XTI. Every step in the design is a

step forward in dependability and durability,

providing excellent value. All eight-drive ax-

les feature tapered roller bearings contained

in an oil-bath axle housing. Heavy-duty,

auto-lubed, single-roller drive chains ride

on self-tensioned nylon slider blocks, result-

ing in longer service life and very low main-

tenance. The ARGO XTI’s rock-solid 31HP

fuel-injectedKohlerpowerplanthasproven

itself around the globe in many other ARGO

platforms.

A best-in-class highly functional instru-

mentation package keeps the driver in-

formed of critical vehicle conditions such

as fuel level, charging system output, and

engine temperature. From smooth skid-

steering to the impact-resistant waterproof

hull, this is a serious utility platform that

will overcome the forces of nature even after

years of rugged use. In addition, ARGO ve-

hicles are backed by application engineering,

technical support and fast parts turnaround.

Just as men have marveled at Newton’s

intellectual brilliance throughout the years,

ARGO has built a time-tested track record

of achieving what no other fleet solution

on Earth can do when the going gets tough.

ARGO has once more raised the bar in the

utility vehicle class with the ARGO 8x8 XTI,

giving the unsung geniuses in the working

world more power to produce in extreme

terrain than ever before.

Make the next smart move for your

business by visiting your local ARGO

dealer or researching online at

www.argoutv.com/XTI.

$1000 inFREE Options*

*CERTAIN RESTRICTIONS APPLY. SEE WEBSITE FOR DETAILS.

LIMITED TIME OFFER! ARRANGE A DEMO RIDE

AT YOUR LOCATION

1-877-274-6288www.ARGOutv.com/XTI


Buildings for Mining is the commercial project division merg-

ing the steel-building products of Future Buildings and Toro

Steel Buildings, creating a convenient single source for any

prefabricated steel building or roofing system.

Big suppliers to the commercial sectors, including mining

and their support services, Future Buildings and Toro Steel

formed this unique division as a practical way to offer the in-

dustry the convenience of structural solutions in both the arch

design and the straight-wall style. Recognizing from project

to project and site to site that the locations, specifications and

budgets will differ immensely, Buildings for Mining came to

exist so that clients could utilize the building products and

expertise from one or both companies where it made sense. In

some cases, the clear-span arch design is the ideal product and

in others, the straight-wall format is the only viable solution.

Either way, the client is always receiving the best structure for

that particular project’s requirements. Sometimes both build-

ing styles were procured to complete what was needed for one

project.

Essentially the specialists and engineering teams at Build-

ings for Mining can design and manufacture any style prefab-

ricated steel building—for any application—in any size—to

ship anywhere in the world.

Alexis, DeBeers, Bema Gold, Diavik Diamond, Iamgold,

Nova Gold and Xstrata Copper, to name a few operations, have

come to Buildings for Mining for diverse applications that met

rigid timelines, remote construction locations and inflex-

The one-stop-shop for any steel building solutionANY SIZE—ANYWHERE

Vehicle and equipment garages. Gravel, ore and sand storage.

Well shelters.

Roofing systems.

Spring 2013 49

ible project budgets. Combined with decades of experience in

design-to-delivery project management, the teams at Buildings

for Mining have recommended, designed, manufactured and

shipped steel-building solutions for these and other mines or

their EPCM’s that ranged in use from:

• Warehousingandequipmentstorage

• Vehicleandheavymachinerygarages

• Bulk-storagestructures

• Coresamplingfacilities

• Conveyorcovers

• Millingoperations

• Dormitoryhousingandpersonnelbuildings

• Wellsheltersandroofingsystems

With a total cost of ownership approach and a corporate

mandate for Green Building practices and environmental im-

pact accountability, both Future Buildings and Toro Steel

Buildings operate directly in line with what a mining operation

would expect from a preferred supply partner. The manufactur-

ing facilities, as well as the design and engineering office, have

stringent quality and performance metrics compliant with all

industry regulations and a corporate mandate to be:

• Committedtothehigheststandardsinperformanceandop-

erational integrity

• Proudtomotivateemployeeswithsafety,qualityandservice

as the cornerstones of its business platforms

• Experts in assessing schedule impact and additional safety

factors and integrating the products and services to deliver

steel buildings that are code-compliant, on-time and on-bud-

get

• Veryexperiencedintheprocurementpoliciesandpracticesof

First Nations and the Inuit after decades of supply partnering

with many bands and groups

• Fullybilingualandabletoprovidecustomerservice,manuals

and support materials in French as well as many other inter-

national languages

Repeat business and B2B referrals are a strong statement of

capability in the mining industry and what motivates Buildings

for Mining to be considered one of “the best project partners in

the business”. The success of this objective is clearly evident by

the volume of steel service buildings that this expert division

has designed, manufactured and delivered to mining sites across

the North America and all over the world.

Plant ServiceS SPecialiStSServing the industrial markets

for over 40 years

(807) 345-8825 (888) 777-27001234 Amber Drive, Thunder Bay

Ontario, P7B 6M5

rentalSSaleS

Service


Developing successful projects requires

a team with market-specific expertise,

broad experience and a shared vision.

Together with our client partners, we

cultivate vibrant, sustainable communi-

ties through the delivery of a wide range

of projects.

Our focus is on providing surveying,

geomatics and infrastructure services

to a variety of projects in the Northern

Ontario mining community, including

a 15-hectare open-pit mine, situated in

the James Bay Lowlands in northwest-

ern Ontario, with a 600,000 annual car-

at production capacity. From inception

to the mine’s production in 2008, exp’s

geomatics team has been involved in

the project and has completed a dozen

Engineering success in Northern Ontario

Spring 2013 51

perimeter claiming surveys to facilitate

mining leases. Additional on-site layout

work, quantity surveys and field audit-

ing were provided after the completion

of the mine’s design.

The project included claims inspec-

tion, staking resolution and delineation,

and monumentation of more than 100

kilometres of boundary, and required

extensive helicopter support to trans-

port field crews to reach many of the

remote locations.

“In conducting legal survey services

that are supported by helicopter, costs

can really skyrocket if it’s not planned

right,” says Paul Quesnel, geomatics

manager of exp’s Timmins office, who

played a major role in this project. Legal

survey services, necessary for any min-

ing project to begin production, can be

complicated and often involves overlap-

ping claim staking and, if not carefully

navigated, can result in litigation.

With extensive knowledge and ex-

perience in claim surveys and offices

in Dryden, Fort Frances, Kenora, New

Liskeard, North Bay, Sudbury and Tim-

mins, exp is strategically located to suc-

cessfully complete projects and meet

deadlines, saving money on travel costs.

With temperatures plunging to -50

degrees Celsius in mining areas, not ev-

ery firm has the ability to work in those

conditions, but exp does, Quesnel says.

“We’ve been assisting mining projects

in the arctic climate since 1970s, mak-

ing us well-suited to work in Ontario’s

mining community,” Quesnel adds.

Exp is applying their experience to

the ongoing Detour Lake Mine project.

Since 2009, exp has provided cost-ef-

fective legal and pre-engineering survey

services for the Detour Lake project,

including six mining claim perimeter

surveys totaling over 100 kilometres in

length. Exp also provided construction

survey layout services for a 185-kilo-

metre hydro transmission line to sup-

ply hydroelectric power to support the

mine’s processing plant.

Exp is one of North America’s fastest-

growing consulting firms, providing

building engineering, earth + environment,

infrastructure engineering, planning +

design, program + project management and

sustainability services to clients around the

world. For further information, please call

1-800-461-4584.

Our focus is on providing surveying, geomatics and infrastructure services to a variety of projects in the Northern Ontario mining community.


Based in Ontario, Canada, BriteSpan Build-

ing Systems is a premier Canadian manu-

facturer and distributor of fabric-covered

buildings. With over 17 years experience

in the fabric-building industry, we have

supplied and constructed over 5,000 fab-

ric-covered structures for several different

applications including mining, municipal,

aggregate, warehousing and agricultural.

We have constructed buildings as small as

19 feet wide by 30 feet long to and as large

as 160 feet wide by 937 feet long.

Our product offers ranges in widths from

19 feet to 160 feet to any length required.

Custom widths and designs are available for

special applications. Our free-span design

allows for optimal storage space. Some of

our building models can achieve an interior

50-foot height in the centre of the building.

This allows for trucks to enter the building

and dump directly inside, thus eliminating

time and labour moving materials in and

out of the building. Also, the fabric cover

provides great lighting and eliminates the

need for costly electrical installations and

operation. This creates a safe working envi-

ronment for your employees. The building

seems bright even on a cloudy day!

Our buildings can be customized to meet

specific requirements including special

door requirements, conveyor systems, in-

ternal liners, insulating heating and more.

The unique design of our structures allows

for cost effective and reduced installation

times. Many different foundations can be

used including poured walls, sea contain-

ers, cement blocks, floating slabs and grade

beams. Most buildings can be easily relocat-

ed or we can extend the building if required.

CSA/A660-certified, BriteSpan Buildings

are engineered to meet and exceed the site

specific wind, snow and rain loads. BriteS-

pan Building Systems can help you with

your fabric-covered building project from

start to finish. Our qualified dealers and

building consultants have years of experi-

ence and can recommend the right building

solution for your building needs.

BriteSpan Building Systems has you covered!

Accurassay Laboratories Ltd. Fast, ISO-certified Analysis for:

Gold and PGEs

Copper, Zinc and other Base Metals Iron, Chrome and other Oxides

www.accurassay.com

Spring 2013 53

brItEspan Can COnsuLt wIth yOu rEgarDIng:• Foundations

• Coverreplacements

• Capacitycalculations

• Bidspecifications

• Dismantlingbuildings

• Serviceorrepairs

• Yearlymaintenanceinspections

In December of 2011, BriteSpan Build-

ing Systems broke ground for their new

25,000-square-foot manufacturing facility

beside business partner Rob Stute’s Welding

& Machining plant. The new plant will al-

low BriteSpan to move out of their current

1,200-square-foot rented facility a half-mile

away and be more efficient. The new plant

is a fabric-covered, steel-framed building

just as BriteSpan sells to its own customers.

BriteSpan wanted to showcase one of their

products. The plant is insulated to R30 and

has a steel inner liner. The new manufac-

turing facility will include a combination

of new and existing equipment and new

special proprietary equipment. The most

important aspect is to double our manu-

facturing space and make BriteSpan more

efficient in all aspects of manufacturing.

This new, increased work space will enable

BriteSpan to triple their manufacturing ca-

pabilities and streamline the manufacturing

process.

BriteSpan Building Systems recently

launched their new “Apex” Building Series.

This new building design combines features

from both the Atlas and Genesis Buildings.

“The Apex Building Series is ideal for the

60-foot- to 100-foot-wide market; it pro-

vides everything our customers have been

asking for!” enthuses Ben Hogervorst, presi-

dent of BriteSpan Building Systems Inc.

The Apex can be constructed to any

length required and can easily be extended

down the road. The design of the Apex

provides exceptional sidewall clearance,

making it ideal for large equipment stor-

age, commodity storage, salt/sand storage

and livestock barns. “We wanted to offer a

building that is versatile with features our

customers have asked for,” states Hoger-

vorst. The Apex building can be customized

to suit your building needs with doors, ends,

ventilation and various foundation options.

To get started on your next building

project, contact BriteSpan Building System

today.

For information, visit us online at

www.britespanbuildings.com.

Our product offers ranges in widths from 19 feet to 160 feet to any length required. Custom widths and designs are available for special applications.


Mineral exploration in the north of Ontario has given many small- to medium-sized businesses the opportunity to offer services in their own backyard. Hearst Air Service Ltd. is one of those compa-nies that has grown with industry demand and is eager for more. Hearst, as a region, is a full-service community with expertise in trades, service and industry needs. The area has hosted projects for mining, forestry, tourism and research. Entrepreneurs have worked hard together to meet all expectations, and change is wel-comed by all.

Hearst Air Service Ltd. offers air transportation to the most

remote parts of Northern Ontario. With a fleet of DeHavilland

aircraft such as a Turbo Otter, Turbo Beaver, Beaver and a newly

acquired Cessna Caravan, this air support team is an asset to all

successful ventures. Aircraft maintenance is done on site and this

factory has helped establish a quality standard like no other; to be

able to tend to aircraft issues, maintenance or preventative mainte-

nance on-site is priceless.

The key to a successful remote job is a strong support system.

Hearst Air’s team works diligently to provide supplies and equip-

ment needed. Local businesses are available around-the-clock for

equipment repairs and servicing for quick turnarounds and return

to camps. Drilling equipment needs to run efficiently 24-hours

per day and having quick access to parts and service is imperative.

Hearst Air’s support ensures drillers are supplied as needed, and

other subcontractors (such as helicopter companies) are also well-

supported by Hearst Air. Inventory is managed at base for rods,

casing, parts and lubricants. Hearst Air manages crew changes,

parts and maintenance crews to help eliminate ferry costs and

other costly delays. Hearst Air has also had the pleasure of working

with a new expediter of food service, which operates a quality sup-

ply of groceries packed as per camp standards to facilitate trans-

portation and handling once it has arrived at camp.

Whether your company has a need for special work boots, hard-

ware, personal items for staff or custom fabrication from the weld-

ing shop, Hearst Air Service Ltd. is the best company to provide

you with the service needed for remote fly-in locations in the north

of Ontario.

For more information, call toll-free 1-866-844-5700 or visit Hearst

Air online: www.hearstair.com.

HEARST AIR SERvICE LTD.Providing mining companies with the services they need for remote fly-in to Northern Ontario

• 4 season air charter • inventory management • logistical support • bulk drum hauls • expediting services

call now toll free 1-866-844-5700 [email protected] www.hearstair.com

Hearst Ontario HWY 11N ~ ideally located for Far North Programs

Air Charter and Logistics with Hearst Air Service Ltd.

C-208 DHC-3T DHC-2T DHC-2

Spring 2013 55

C

M

Y

CM

MY

CY

CMY

K

Index to AdvertisersAbitibi Geophysics ................................................................9

Accurassay Laboratories Ltd. ..............................................52

Activation Laboratories Ltd. .................................................5

ALS Minerals ......................................................................27

Assaynet Canada Inc. .........................................................36

BDI Canada.........................................................................37

Belmont Resources Inc. ......................................................17

Britespan Building Systems Inc. .........................................53

Bull Powertrain ..................................................................31

Di-Corp ...............................................................................35

exp Services .......................................................................51

Fladgate exploration Consulting Corporation .................. OBC

Fordia .................................................................................10

Future Buildings .................................................................11

hearst Air Service Ltd. ........................................................54

hertz equipment Rental .....................................................49

Industrial equipment Manufacturing Ltd. ..........................21

io global .............................................................................12

Kirkland Lake Gold Inc. .......................................................32

Lakehead Marine & Industrial Inc.......................................25

Mine Site Technologies .......................................................50

Mullen Trucking LP .............................................................32

Norske Drilling ...................................................................14

OBM equipment Service .......................................................7

Ontario Drive and Gear Ltd. ................................................47

Ross Industries Ltd. ............................................................15

SCR Mines Technology Inc. ................................................IFC

SGS Canada Inc. ..................................................................26

Terraquest Ltd. ..................................................................45

Tetra Tech ...........................................................................13

The Mackwood Group of Companies Ltd. ...........................33

Wilson Mining Products .....................................................29

World Mining Congress ......................................................55

We o f f e r a w ide r ange o f se r v i ces to t he resou rce i ndus t r y i nc l ud ing :

land management and technical services, exploration services, geomatics-database management, resource estimation and 3D modelling, mining services,

project evaluation and generation, and corporate management.

Our goal is to provide exceptional service, produce high quality products and provide our clients value to create value.

F R O M T H E B U S H T O T H E B O A R D R O O M

195 Park Avenue Thunder Bay, Ontario, Canada P7B 1B9t. 807.345.5380 f. 807.345.1875

info@�adgateexploration.com

l a d g a t e e x p l o r a t i o n . c o mw w w . f

Documents

Ontario Mineral Exploration Review - Spring 2013